health professionals award contents · management and the union depending upon the particular award...

UV and Together Without Prejudice draft – 23/04/2014 1

HEALTH PROFESSIONALS AWARD

Contents

HEALTH PROFESSIONALS MODERN AWARD ............... Error! Bookmark not defined.

PART 1 Title and Operation ..................................................... Error! Bookmark not defined.

1. Title ....................................................................................... Error! Bookmark not defined.

1.2 Commencement and transitional ....................................... Error! Bookmark not defined.

1.3 Definitions and interpretation ............................................ Error! Bookmark not defined.

1.4 Coverage ............................................................................... Error! Bookmark not defined.

1.5 The Queensland Employment Standards and this award Error! Bookmark not defined.

1.6 Award Flexibility ................................................................. Error! Bookmark not defined. 1.7 Procedures for implementing facilitative provisions 7

1.8 Individual Flexibility arrangements ................................... Error! Bookmark not defined.

PART 2 Consultation and Dispute Resolution ........................ Error! Bookmark not defined.

2.1 Consultation ......................................................................... Error! Bookmark not defined.

2.2 Prevention and settlement of disputes………………………………………………… 9

2.3 Employee grievance procedures .................................. Error! Bookmark not defined.

PART 3 Types of Employment and Termination of Employment ...................................... 3

3.1 Types of employment .................................................... Error! Bookmark not defined.

3.2 Termination of employment ............................................... Error! Bookmark not defined.

3.3 Redundancy ......................................................................... Error! Bookmark not defined.

PART 4 - Minimum Wages and Related Matters ............................................................... 20

4.1 Classifications and minimum salary levels. ........................................................... 20

4.2 Allocation and progression within classification levels ........................................ 20

4.3 Allowances ................................................................................................................. 21

Schedule 1

DENTAL STREAM - GENERIC LEVEL STATEMENTS .......... ................................... 39

HEALTH PRACTITIONER STREAM – WORK LEVEL STATEMENTS .......................... 39

PART 5 Hours of Work, Overtime and Penalty Rates, Shift Work .................................. 64

5.1 Hours of work ..................................................................................................................... 64

5.2 Spread of hours .................................................................................................................. 64

5.3 Starting and finishing times .............................................................................................. 65


5.4 Shift Work ........................................................................................................................ 65

5.5 Working a 38 hour week .................................................................................................. 66

5.7 Weekend Work .................................................................................................................. 68

5.8 Overtime ........................................................................................................................... 68

5.9 Dental Recall .................................................................................................................... 69

5.10 HP Recall Payment .......................................................................................................... 69

5.11 Fatigue Leave ................................................................................................................... 70

5.12 Breaks ............................................................................................................................... 70

PART 6 Annual Leave ........................................................................................................... 72

6.1 Long Service Leave ............................................................................................................ 72

UV and Together Without Prejudice draft – 23/04/2014

Part 1 – Title and Operation

1.1 Title

This award is the HEALTH PROFESSIONALS AWARD.

1.2 Commencement and transitional

2.1 This award commences on.

1.3 Definitions and interpretation

1) In this award, unless the contrary intention appears:

“Accrued Day Off” – means a day accrued as a result of the method of working ordinary hours where employees are rostered off on various days of the week during a particular work cycle. An employee may have one or more days off during that cycle.

Act means the Industrial Relations Act 1999

“Afternoon Shift” means any shift commencing on or after 12 noon and finishing after 6pm.

“Australian Qualifications Framework” (AQF) means the national system of recognition for the issue of vocational qualifications

“Chief executive” means the person appointed to that role in the Department of Health or one of the Hospital and Health Services established by the Hospital and Health Boards Act 2011 or, for the purposes of this award,

“Classification Level” – comprises a number of paypoints through which employees will be eligible to progress.

"Continuous Shift Work" - means work done by employees where the hours of work are regularly rotated through a shift roster covering a 24 hour per day operation over a 7 day week.

"Crib Break" - means a break, without loss of pay, which is taken in a way that does not interfere with the continuity of work.

"Day Shift" - means any shift other than an afternoon shift or night shift.

"Day Work" - means work performed other than upon a shift work basis within the ordinary span of hours.

"Double Rates" - means one time in addition to the prescribed rate payable depending upon when the work is performed.


"Early Work" - means ordinary work performed before 6.00 a.m. which does not qualify as a night shift as defined in subclause 1.3.18 of this Award.

“Employee” means and includes an employee within a classification of employees defined in Schedule 1 of the award.

“Employer” means the Department of Health or a particular Hospital and Health Service, as appropriate to the circumstances.

"Generic Level Statement" (GLS) - means a broad, concise statement of the duties, skills and responsibilities indicative of a given classification level for the Dental stream.

“Increment” means for all employees an increase in salary from one paypoint to the next highest paypoint within a classification level.

"Late Work" - means ordinary work performed after 6.00 p.m. which does not qualify as either an Afternoon or Night Shift as defined in subclauses 1.3.3 and 1.3.18 of this award.

"Majority of shift" - means the major portion of ordinary hours worked in any shift where the starting and finishing times occur on different days.

"Night Shift" - means any shift commencing on/or after 6.00 p.m. or before 6.00 a.m. the following day, at least 50% of which is worked before 8.00 a.m.

"Paypoint" - means the specific rate of remuneration payable to employees within a Classification Level.

"Rostered Days Off" - means those days in each work cycle where an employee is not rostered for ordinary working hours: this excludes accrued days off as defined in 3.1 (ABOVE) of this award.

"Shift" - means work performed of 7.6 hours or more on any one day, back to back, within any 16 hour spread as opposed to staggered starts or finishes.

"Shift Work" (other than Continuous Shift Work) - means work regularly rotated in accordance with a roster which prescribes 2 or more shifts (day, afternoon or night) per day, but does not cover a 24 hour per day operation over a 7 day week.

"Staggered Starts and Finishes" means starting and finishing times which have been altered to suit: (a) operational requirements,

(b) geographic,

(c) safety,

(d) climatic or


(e) traffic conditions.

“ QES” means the Queensland Employment Standards contained in Part 2 of Chapter 2A of the Act.

“Work Level Statements (WLS)”: provide a generic description of health practitioner roles at each of the given Health Practitioner (HP) levels and aim to describe the scope, nature, knowledge, skills, expertise and accountability of work undertaken at each level to ensure consistency of classification across the workforce.

2) Where this award refers to a condition of employment provided for in the QES, the QES definition applies.

1.4Coverage and Parties Bound 4.1 This Award covers:

a) Employees of the various Health and Hospital Services in Queensland whose rates of wages/salaries are prescribed in this Award and who are appointed pursuant to the provisions of the Health Services Act 1991, and the Regulations made under that Act

b) Each chief executive of a Health and Hospital Services which employs employees covered by this Award in their capacity as the employer of such employees; and

c) The following industrial organisations:

i) United Voice, Industrial Union of Employees, Queensland;

ii) Together Queensland, Industrial Union of Employees, Queensland;

iii) The Queensland Nurses Union;

iv) The Australian Workers Union

1.5 The Queensland Employment Standards and this award

The QES and this award contain the minimum conditions of employment for employees covered by this award.

1.6 Award Flexibility

1.6.1 Enterprise Flexibility


(a) As part of a process of improvement in productivity and efficiency, discussion should take place at each enterprise to provide more flexible working arrangements, improvement in the quality of working life, enhancement of skills, training and job satisfaction and to encourage consultative mechanisms across the workplace.

(b) The consultative processes established in an enterprise in accordance with clause 2.1 may provide an appropriate mechanism for consideration of matters relevant to this clause 2.1.1. Union delegates at the place of work may be involved in such discussions.

(c) Any proposed genuine agreement reached between an employer and employees in an enterprise is contingent upon the agreement being submitted to the Commission in accordance with Chapter 6 of the Act and is to have no force or effect until approval is given.

1.7 Procedures for implementing facilitative provisions

Wherever facilitative provisions appear in this Award which allow for determination of the conditions of employment by agreement between the chief executive and the Union or the chief executive and the majority of employees affected, the following procedures will apply:

(a) Facilitative Award provisions can be negotiated between management and employees who are directly affected by such proposals or between management and the union depending upon the particular Award provisions.

(b) Employees may be represented by their local Union delegate/s and have the right to be represented by their local Union official/s.

(c) Facilitative Award provisions can only be implemented by agreement.

(d) In determining the outcome from facilitative provisions, neither party should unreasonably withhold agreement.

(e) Agreement is defined as obtaining consent of greater than 50% of employees directly affected or of the Union depending upon the particular Award provisions.

(f) Where a provision refers to agreement by the majority of employees affected, all employees directly affected will be consulted as a group. Should the consultation process identify employees in specific concerns, which relate to either equity or occupational health and safety issues such concerns may be catered for on an individual basis subject to operational requirements.

(g) Any agreement reached must be documented, and will incorporate a review period.


(h) Where the agreement relates to either the working of ordinary hours on other than a Monday to Friday basis, the introduction of shift work or change to the shift roster the relevant Unions are to be notified in writing at least one week in advance of agreement being sought.

1.8 Individual Flexibility arrangements

1.8.1 An employer and employee covered by this award may agree to make an individual flexibility arrangement to vary the effect of the terms of this award in relation to one or more of the following matters:

(i) arrangements about when work is performed;

(ii) overtime rates;

(iii) penalty rates;

(iv) allowances;

(v) leave loading; and

(b) the arrangement meets the genuine needs of the employer and employee in relation to 1 or more of the matters

mentioned in paragraph (a); and

(c) the arrangement is genuinely agreed to by the employer and employee.

1.8.2 The employer must ensure the terms of the individual flexibility arrangement—

(a) are only about matters required or permitted to be in this award; (b) are not non-allowable provisions; and

(c) must not result, on balance, in an overall reduction in the entitlements or protections the employee has under this award.

1.8.3 The employer must ensure the individual flexibility arrangement— (a) is in writing and signed by the employer and employee; and

(b) states—

(i) the names of the employer and employee;

(ii) the terms of this award that will be varied by the arrangement;

(iii) how the arrangement will vary the effect of the terms;

(iv) how the arrangement will not result, on balance, in an overall reduction in the entitlements or protections the employee has under this award;


(v) the day on which the arrangement commences; and

(c) if the employee is under 18 years of age— is signed by a parent or guardian of the employee.

1.8.4 The employer must give the employee a copy of the individual flexibility arrangement within 14 days after it is agreed to.

1.8.5 An individual flexibility arrangement may be terminated—

(a) by either the employee or employer giving written notice of—

(i) a period agreed between the parties of up to 12 months; or (ii) if no period has been agreed— 28 days; or

(c) by the employer and employee at any time if they agree in writing to the termination.

Part 2 Consultation and Dispute Resolution

2.1 Consultation

2.1.1 This clause applies if— (a) the employer has made a definite decision to introduce a major change to

production, program, organisation, structure, or technology in relation to its enterprise; and

(b) the change is likely to have a significant effect on some or all employees (relevant employees) of the enterprise.

2.1.2 The employer must notify the relevant employees of the decision to introduce the major change. The employer is not required to— (a) notify the relevant employees or a representative of the decision until the

time the employer considers appropriate; or

(b) consult with the relevant employees or a representative about the decision until the employer notifies the relevant employees or the representative of the decision; or

(c) consult with the relevant employees or a representative about the

decision other than in relation to implementation of the decision; or

(d) disclose confidential or commercially sensitive information to the relevant employee or a representative.

2.1.3 The relevant employees may appoint a representative for the purposes of the procedures in this term if the representative is a union entitled to represent the employees' industrial interests.


2.1.4 If— (a) the relevant employees appoint a representative under clause 7.3 for the

purposes of consultation; and (b) the relevant employees advise the employer of the identity of the

representative;

the employer must recognise the representative.

2.1.5 As soon as practicable after notifying the relevant employees of the decision under clause <?> the employer must—

(a) discuss with the relevant employees—

(i) the implementation of the change; (ii) the effect the implementation of the change is likely to have on the

relevant employees; and (iii) measures the employer is taking to avert or mitigate the adverse

effect of the implementation of the change on the relevant employees; and

(b) for the purposes of the discussion—provide, in writing, to the relevant employees -

(i) information about the implementation of the change including the nature of the change proposed; and

(ii) information about the expected effects of the implementation of the change on the relevant employees; and

(iii) any other matters regarding the implementation of the change likely to affect the relevant employees.

2.1.6 The employer must give prompt and genuine consideration to matters raised about the implementation of the major change by the relevant employees.

2.1.7 In this clause, a major change is likely to have significant effect on employees if it is likely to result in—

(a) the termination of the employment of employees; (b) a major change to the composition, operation or size of the employer's

workforce or the skills required of employees; (c) the elimination or diminution of job opportunities (including opportunities

for promotion or tenure); (d) an alteration of hours of work; (e) the need to retrain employees; (f) the need to relocate employees to another workplace; or (g) the restructuring of jobs.

2.2 Prevention and settlement of disputes

2.2.1 Dispute resolution

2.2.3This clause applies to a dispute regarding— (a) a matter arising under this award; or


(b) the QES.

2.2.4 An employee who is a party to the dispute may appoint a representative for the purposes of the procedures in this clause if the representative is a union entitled to represent the employee's industrial interests.

2.2.5 In the first instance, the parties to the dispute must try to resolve the dispute at the workplace level, by discussions between the employee and the relevant supervisors or management, or both.

2.2.6 If discussions at the workplace level do not resolve the dispute, a party to the dispute may refer the matter to the commission.

2.2.7 The commission may deal with the dispute as follows—

(a) the commission may first attempt to resolve the dispute as it considers appropriate, including mediation, conciliation, expressing an opinion or making a recommendation.

(b) if the commission does not resolve the dispute under clause 8.5(a), the commission may then deal with the dispute in accordance with its jurisdiction under the Act.

Note—

1. If the commission arbitrates the dispute, it may also use the powers that are available to it under the Act.

2. Chapter 9 of the Act provides for appeals against particular decisions made by the commission.

2.2.8 While the dispute resolution procedure is being conducted, work must continue in accordance with this award and the Act.

2.2.9 Subject to applicable work health and safety legislation, an employee must not unreasonably fail to comply with a direction by the employer to perform work, whether at the same or another workplace, that is safe and appropriate for the employee to perform.

2.2.10 The parties to the dispute agree to be bound by a decision made by the commission in accordance with this clause.

2.3 Employee grievance procedures

2.3.1 The objectives of the procedure are to promote the prompt resolution of grievances by consultation, co-operation and discussion; to reduce the level of disputation; and to promote efficiency, effectiveness and equity in the workplace.


2.3.2 This procedure applies to all industrial matters within the meaning of the Act.

2.3.3 Stage 1: In the first instance the employee will inform such employee's immediate supervisor of the existence of the grievance, in writing, and they will attempt to solve the grievance. It is recognised that an employee may exercise the right to consult such employee's union representative during the course of Stage 1.

2.3.4 Stage 2: If the grievance remains unresolved, the employee may refer the grievance to the next in line management ("the manager"). The manager will consult with the parties. The employee may exercise the right to consult or be represented by such employee's Union representative during the course of Stage 2.

2.3.5Stage 3: If the grievance is still unresolved, the manager will advise the Chief Executive and the aggrieved employee may submit the matter in writing to the Chief Executive of the organisation if such employee wishes to pursue the matter further. If desired by either party, the matter may also be notified to the Union.

The Chief Executive will ensure that:

(a) the aggrieved employee or such employee's Union representative has the opportunity to present all aspects of the grievance;

(b) the grievance will be investigated in a thorough, fair and impartial manner.

The Chief Executive may appoint another person to investigate the grievance. The Chief Executive may consult with the Union in appointing an investigating person. The appointed person must be other than the employee's supervisor or manager.

If the matter is notified to the Union, the investigating person may consult with the union during the course of the investigation. The Chief Executive must advise the employee initiating the grievance, such employee's Union representative and any other employee directly concerned of the determinations made as a result of the investigation of the grievance.

The Chief Executive may delegate such Chief Executive's grievance resolution powers under clause 3.2 to a nominated representative.

2.3.6 The procedure is to be completed in accordance with the following time frames unless the parties agree otherwise:

Stage 1 Discussions should take place between the employee and such employee's supervisor within 24 hours and the procedure should not extend beyond 7 days.


Stage 2 Not to exceed 7 days.

Stage 3 Not to exceed 14 days.

2.3.7 If the grievance is not settled the matter may be referred to the chief executive of the Public Service Commission or the Commission by the employee or the Union, as appropriate, in accordance with the respective jurisdictions of the tribunals.

2.3.8 Subject to legislation, while the grievance procedure is being followed, normal work is to continue, except in the case of a genuine safety issue. The status quo existing before the emergence of a grievance or dispute is to continue while the procedure is being followed. No party will be prejudiced as to the final settlement by the continuation of work.

2.3.9 Where the grievance involves allegations of sexual harassment, an employee may commence the procedure at Stage 3.


Part 3 Types of Employment and Termination of Employment

3.1 Types of employment

An employee may be employed on a full-time, part-time or casual basis.

All employees, except for those employed on a casual basis, must be employed as a fortnightly worker.

3.1.1 Full time

A full-time employee is engaged to work 38 hours per week.

3.1.2 Part-time

A part-time employee means an employee who is engaged to work regular hours each fortnight and whose ordinary daily hours are worked inclusive or exclusive of meal times according to operational requirements.

An exception to this is that the fortnightly total of such hours must not exceed an average of 64 hours per fortnight.

Another exception is that such employee must not work more than 8 ordinary hours on any one shift.

The following conditions apply to part-time employees:

The spread of ordinary working hours must be the same as those prescribed for a full-time employee under this Award.

A part-time employee must be employed for no less than 8 ordinary hours per fortnight and not more than an average of 64 ordinary hours per fortnight, with a minimum payment as for 4 hours on any one day when work is performed.

Any hours worked in excess of 64 per fortnight or 8 hours in any one shift will be overtime.

Where it is essential for a part-time employee to work beyond the daily approved part-time hours and where the total number of such daily hours worked is 8 or less, such additional hours will be paid for at ordinary rates. Such additional time will be included in calculating pro rata leave entitlements.

Where employees have agreed that the ordinary hours of work are to exceed 8 on any day, under the provisions of clause 23.1, up to 10 hours may be substituted for 8.

A part-time employee must be paid at the same hourly rate as a full-time employee for performing duties of the same classification. A part-time employee will also be entitled to any allowances applicable based pro rata on the number of hours worked in


relation to the ordinary full-time hours applicable to the Award classification provided that the following provisions apply in full:

1. Fares and travelling allowance clause < >

2. On Call Allowance clause < >

3. Meal Allowance clause < >

The public holiday provisions of clause < > of this Award will apply, if a part-time employee who usually works on a day of the week on which a public holiday falls, and who is not required to work on that day, must be paid for the hours which would otherwise have been worked on that day.

Subject to the provisions contained in this Award, all other provisions of this Award applicable to a full-time employee will apply pro rata to a part-time employee.

3.1.3 Casual employment

"Casual Employee" - means an employee other than a part-time employee as defined in this Award, who is engaged as a casual employee and is paid on an hourly basis to work generally for less than the ordinary weekly working hours of a full-time employee.

The engagement of casual employees will not be utilised by the employer to permanently fill any full-time or part-time position.

A casual employee will be paid 25% in addition to the ordinary Award rates of pay for the class of work upon which the employee is engaged. Each engagement will stand alone, with a minimum payment as for 2 hours' work made in respect to each engagement. Where applicable, a casual employee will be further entitled to the provisions of overtime, penalty rates and payment for work performed on public holidays. In respect to Sundays, casual employees must be remunerated at the rate of double time and will not be entitled to an additional payment of the 25% casual loading.

The method of calculating overtime and penalty rate payments are as follows:

1. Weekend Penalty - Saturday

(Ordinary rate + casual loading) x 1 1/2

2. Weekend Penalty - Sunday

(Ordinary rate) x 2 (Note: Casual loading is not payable on Sundays.)

3. Public Holidays


(Ordinary rate + casual loading) x 2 1/2

4. Overtime

1.1.a.i.1. Shift Workers

(Ordinary rate + casual loading) x 2

1.1.a.i.2. Other Employees

(Ordinary rate + casual loading) x 1 1/2 for the first 3 hours Ordinary rate + casual loading) x 2 after 3 hours)

1.1.a.i.3. Early, Late, Afternoon and Night Shifts

Ordinary rate + casual loading + 15% of ordinary rate on hours that attract penalty rate payments.

5. A casual employee is further entitled to payment of any applicable Award allowances, based pro rata on the number of hours worked in relation to the ordinary hours of the Award classification provided that the following provisions apply in full:

Fares and travelling allowance clause

On Call Allowance clause 18.2

Meal Allowance clause 24.4

6. Subject to the provisions of section 47 of the Act and except in accordance with clauses 6.3.2(a) and (b) above, a casual employee is not entitled to any other leave provision.

3.1.4 Probationary employment

Except where the employer and employee agree to a longer period the engagement of a full-time or part-time employee will in the first instance be subject to a probationary period of 3 months’ duration If a longer period of probation is agreed, either at commencement of employment or during the initial 3 month period, it must:

(a) be agreed in writing; and

(b) be a reasonable period having regard to the nature and circumstances of the employment.

The employer may terminate the employment of an employee who is on probation at any time during the probationary period.

3.2. Termination of employment


3.2.1 Notice by the employer

Notice of termination is provided for in Division 9 of the QES. Clauses < > to < > supplement the QES provisions.

3.2.2 Notice of termination by an employee

Unless otherwise agreed between the employer and an employee the notice of termination required by an employee, other than a casual employee, will be 2 weeks or 2 weeks' salary forfeited in lieu. If an employee fails to give the required notice the employer will have the right to withhold monies due to the employee with a maximum amount equal to the ordinary time rate for the period of notice.

3.2.3 Job search entitlement

Where the employer has given notice of termination to an employee, for reasons other than redundancy, the employee must be allowed up to one day's time off without loss of pay for the purpose of seeking other employment. The time off is to be taken at times that are convenient to the employee after consultation with the employer.

3.2.4 Notice cannot be offset

Where the employer has given notice of termination to an employee, or the employee has given notice to the employer, the period of notice cannot be offset, in whole or in part, against any period of annual leave owing to, or being taken by, the employee.

3.2.5 Statement of employment

The employer will, in the event of termination of employment, provide upon request to the employee who has been terminated a written statement specifying the period of employment and the classification or type of work performed by the employee.


3.3. Redundancy

3.3.1 Redundancy pay

Redundancy pay is provided for in Division 9 of the QES. Clauses 3.3.2 to 3.3.7 supplement the QES provisions.

3.3.2 Consultation before terminations

(a) Where an employer decides that the employer no longer wishes the job the employee has been doing to be done by anyone, and this is not due to the ordinary and customary turnover of labour, and that decision may lead to termination of employment, the employer shall consult the employee directly affected and where relevant, their Union or Unions.

(b) The consultation shall take place as soon as it is practicable after the

employer has made a decision, which will invoke the provisions of clause 4.7.1(a) and shall cover the reasons for the proposed terminations, measures to avoid or minimise the terminations and/or their adverse effects on the employees concerned.

(c) For the purpose of the consultation the employer shall, as soon as

practicable, provide in writing to the employees concerned and, where relevant, their Union or Unions, all relevant information about the proposed terminations including the reasons for the proposed terminations, the number and categories of employees likely to be affected, the number of workers normally employed and the period over which the terminations are likely to be carried out:

Provided that any employer shall not be required to disclose confidential information, the disclosure of which would be adverse to the employer's interests.

3.3.3 Notice to Centrelink Where a decision has been made to terminate employees in the circumstances outlined in clause 4.7.1, the employer shall notify Centrelink as soon as possible giving all relevant information about the proposed terminations, including a written statement of the reasons for the terminations, the number and categories of the employees likely to be affected, the number of workers normally employed and the period over which the terminations are intended to be carried out.

3.3.4 Transfer to lower paid duties

(a) Where an employee is transferred to lower paid duties by reason of redundancy the employee shall be entitled to the same period of notice of transfer as the employee would have been entitled to if the


employee's employment had been terminated under the redundancy pay provisions of the QES.

(b) The employer may, at the employer's option, make payment in lieu thereof of an amount equal to the difference between the former amounts the employer would have been liable to pay and the new lower amount the employer is liable to pay the employee for the number of weeks of notice still owing.

(c) The amounts must be worked out on the basis of:

(i) the ordinary working hours to be worked by the employee; and

(ii) the amounts payable to the employee for the hours including, for example, allowances, loadings and penalties; and

(iii) any other amounts payable under the employee's employment contract.

3.3.5 Employee leaving during notice period

An employee given notice of termination in circumstances of redundancy may terminate their employment during the period of notice. The employee is entitled to receive the benefits and payments they would have received under this clause had they remained in employment until the expiry of the notice, but is not entitled to payment instead of notice.

3.3.6 Job search entitlement

(a) An employee given notice of termination in circumstances of redundancy must be allowed up to one day's time off without loss of pay during each week of notice for the purpose of seeking other employment.

(b) If the employee has been allowed paid leave for more than one day during the notice period for the purpose of seeking other employment the employee must, at the request of the employer, produce proof of attendance at an interview or the employee will not receive payment for the time absent. For this purpose a statutory declaration will be sufficient.

(c) Clause 11.4 applies instead of clause 10.3 in cases of redundancy.

Employees of Queensland Health will receive the entitlements contained in Queensland Health HR Policy B36 “Surplus Employees and Priority Placement Employees”, HR Policy B43 “Relinquishment of Role” and Parts C and D of HR Policy H1 “Separation of Employment” where those entitlements are superior to those contained in clause 4.7


3.3.7 Transmission of business

(a) Where a business is, whether before or after the date of insertion of this clause in the Award transmitted from an employer (transmittor) to another employer (transmittee), and an employee who at the time of such transmission was an employee of the transmittor of the business, becomes an employee of the transmittee:

(i) the continuity of the employment of the employee shall be deemed not to have been broken by reason of such transmission; and

(ii) the period of employment which the employee has had with the transmittor or any prior transmittor shall be deemed to be service of the employee with the transmittee.

(b) In clause 4.7.3, "business" includes trade, process, business or occupation and includes a part or subsidiary (which means a corporation that would be taken to be a subsidiary under the Corporations Law, whether or not the Corporations Law applies in the particular case) of any such business and "transmission" includes transfer, conveyance, assignment or succession whether by agreement or by operation of law and "transmitted" has a corresponding meaning.

3.3.8 Anti-discrimination It is the intention of the parties to this Award to prevent and eliminate discrimination, as defined by the Anti-Discrimination Act 1991 and the Industrial Relations Act 1999 as amended from time to time, which includes: (a) discrimination on the basis of sex; relationship status, family responsibilities, pregnancy, parental status, breastfeeding, age, race, impairment, religious belief or religious activity, political belief or activity, trade union activity, lawful sexual activity, gender identity, sexuality and association with, or in relation to, a person identified on the basis of the above attributes; (b) sexual harassment; and (c) racial and religious vilification. Accordingly, in fulfilling their obligations under the grievance and dispute settling procedure in clause 3.1, the parties to this Award must take reasonable steps to ensure that neither the Award provisions nor their operation are directly or indirectly discriminatory in their effects. Under the Anti-Discrimination Act 1991 it is unlawful to victimise an employee because the employee has made or may make or has been involved in a complaint of unlawful discrimination or harassment. Nothing in clause < > is to be taken to affect:


(a) any different treatment (or treatment having different outcomes) which is specifically exempted under the Anti-Discrimination Act 1991; (b) an employee, employer or registered organisation pursuing matters of discrimination, including by application to the Australian Human Rights Commission/Anti-Discrimination Commission Queensland.

PART 4 - Minimum Wages and Related Matters

4.1 Classifications and minimum salary levels.

4.1.1 Employees covered by this award are to be classified into the appropriate classification stream, and paid their minimum salary levels as follows:

a) Dental Stream. Generic Level Statements for all dental classification levels are prescribed in Schedule 1 (A) of this Award. The salaries/wages payable are prescribed in Schedule 2 (A)of this Award:

b) Health Practitioner Stream. Generic Level Statements for all dental classification levels are prescribed in Schedule 1 (B) of this Award. The salaries/wages payable are prescribed in Schedule 2 (B)of this Award:

4.1.2 Employers must advise their employees in writing of their classification upon commencement and of any subsequent changes to their classification.

4.2 Allocation and progression within classification levels

4.2.1 Dental stream

a) Movement between Classification Levels will be based on appointment on merit to advertised vacancies:

b) This does not apply to movement between pay points DO1 and DO7 of the Dentists scale where annual increments will continue to apply.

c) Work Allocation - An employee who has either been appointed or relieving in an office within a Classification Level may be allocated and subsequently reallocated to any office within that particular Classification Level.

4.2.2 Health Practitioners

The following entry levels for health practitioners will generally apply:

(a) employees appointed to the HP1 classification level must be paid at the HP1.4 classification level on reaching 21 years of age.


(b) employees with a relevant qualification of Diploma or equivalent (provided the employee is applying that qualification to a relevant position) will commence at level HP2.1;

(c) employees appointed to positions requiring a minimum of a three year tertiary qualification of a Degree or equivalent will commence at level HP3.0;

(d) employees appointed to positions requiring a minimum four year tertiary qualification of degree or equivalent will commence at level HP3.1; and

(e) employees appointed to positions requiring tertiary courses such as two year Masters programs for registration purposes or entry level into the discipline will commence at level HP3.1.

4.2.3 Salary packaging and salary sacrifice <To be discussed at Conference>

4.3 Allowances

<AMOD Team please note that there has been an increase to allowances through EBs – please obtain latest figures directly from QH>

4.3.1 Divisional and District Parities

Employees employed outside the Eastern District of the Southern Division will be paid the following amounts in addition to the rates of salaries/wages prescribed by Schedule 2 this Award for employees employed within that District:

Per Week $

Northern Division, Eastern District 1.05

Northern Division, Western District 3.25

Mackay Division 0.90

Southern Division, Western District 1.05

4.3.2 Higher duties

a) An employee who temporarily fills a position for more than 3 days at a higher Classification Level within the same stream as determined by this Award must be paid extra remuneration at Paypoint 1 of such Classification Level:

b) Provided that an employee who temporarily fills a position for more than 3 days at a higher Classification Level within a different stream as determined by this Award must be paid extra remuneration either:

i. at the first paypoint of the Classification Level of the position being temporarily filled; or


ii. at the next highest paypoint above their existing paypoint, within the Classification Level of the position being temporarily filled, whichever is higher.

c) Where an employee has temporarily filled a position for over 12 months, and has met relevant performance objectives, the employee must move to the next increment within the higher level until either the period of temporary relief ceases when reversion to the employee's normal paypoint will occur, or another 12 months' Performance Appraisal and Development cycle has been completed in which case the employee will continue to move within the higher level until the period of temporary relief ceases.

4.3.3 Prison allowance (Dental stream)

An employee who is required to work within the bounds of a Centre operated by or on behalf of the Queensland Corrective Services Commission will be paid an additional allowance of $2.78 per day while so employed.

4.3.4 Dentists On-call allowance Where an employee is instructed to be available on call outside ordinary or rostered working hours, such employee will be paid, in addition to their ordinary rate of pay an allowance based upon the hourly rate of the classification of Professional Officer Level 2, paypoint one in accordance with the following scale:

(a) Where the employee is on call throughout the whole of a rostered

day off, an accumulated day off or a public holiday - 95% of the hourly rate in respect of such instances;

(b) Where an employee is on call during the night only of a rostered day

off, an accumulated day off or public holiday - 60% of the hourly rate per night; and

(c) Where an employee is on call on any other night - 47.5% of the

hourly rate per night:

For the purpose of calculating the hourly rate, the divisor will be based upon a 38 hour week and calculated to the nearest 5 cents.

4.3.5 HP On Call Allowance

Employees who are instructed to be on call outside ordinary or rostered working hours (other than those employees on emergency clinical on call) will receive an allowance based upon the hourly rate of the classification of HP3.7 in accordance with the following scale:


(a) where the employee is on call throughout the whole of a rostered day off, an accumulated day off or a public holiday - 95% of the hourly rate per day;

(b) where an employee is on call during the night only of a rostered day off, an accumulated day off or public holiday - 60% of the hourly rate per night; and

(c) where an employee is on call on any other night - 47.5% of the hourly rate per night.

For the purpose of calculating the hourly rate, the divisor will be based upon a 38 hour week and calculated to the nearest 5 cents. This allowance is distinct from emergency clinical on-call. 4.3.6 HP Emergency Clinical On Call Allowance

The provisions within this Clause will only apply to employees who are required to be on emergency clinical on call for essential direct emergency clinical interventions where patient health will likely be compromised without the timely intervention of the health practitioner. Eligible employees will receive the emergency clinical on call allowance instead of the standard on call allowance in Clause 4.3.5 of this Award.

The emergency clinical on call allowance will be an amount of 7% of the HP3.7 ordinary hourly rate per hour that the employee is required for clinical on call. For the purpose of calculating the hourly rate, the divisor will be based upon a 38 hour week and calculated to the nearest 5 cents.

For the purposes of this Clause, 'emergency clinical on call' means on call arrangements where:

(a) either:

(i) the service is required for essential direct emergency clinical interventions where patient health will likely be compromised without the timely intervention of the health practitioner and the service operates 24 hours, seven days a week either on a staffed basis or an on call basis; or

(ii) where local District or Service Area Management has decided that the on call service for that profession, discipline or service is required for essential direct emergency clinical interventions where patient health will likely be compromised without the timely intervention of the health practitioner;

and

(b) after being contacted, the employee will generally be available for presentation at the health facility within approximately 30 minutes assuming that there are good traffic conditions.


4.3.7 HP Radiation therapy development allowance

a) Radiation Therapists (including PDYs) will receive a radiation therapy development allowance of $7054 per annum. This allowance will be paid fortnightly and indexed in accordance with EB increases.

b) Part-time employees are entitled to a pro-rata Radiation Therapy Development allowance.

4.3.8 Uniforms

(a) Where uniforms are required to be worn by any employee, the employer must supply that employee with 6 uniforms of good quality in the first year of service. Replacement uniforms will be provided in subsequent years by the employer on a fair wear and tear basis:

Provided that an employer who does not supply uniforms to an employee will pay to the employee an allowance of $206 per annum or a pro rata equivalent in the first year of service and an allowance of $102.00 per annum or a pro rata amount in respect to replacement uniforms during subsequent years.

(i) The provisions of clause 10.1.1(a) will not be used to alter the option of the supply of uniforms or the allowance in lieu thereof existing as at 1 March 1993 unless by prior agreement between the employer and the union/s.

(ii) Where the employer provides a laundry service or access to a service and such uniforms are laundered by the employer, the uniforms will be laundered without charge to the employee. Where no laundry service or access to a laundry service is provided by the employer and uniforms are not laundered by the employer, an allowance of $2.81 per week will be paid to the employee. However this allowance is not payable when the employee elects at their own volition not to have the uniforms laundered by the employer.

(b) Counsellors engaged in the Alcohol and Drug Dependence Service will be paid a clothing allowance of $7.20 per fortnight in the first year of service and $3.60 per fortnight during subsequent years of service. No entitlement exists for the payment of a laundry allowance.

4.3.9 Rural and Remote Allowance

a) Employees permanently located in the eligible HHSs and facilities are entitled to receive $60 (A) or $100 (B) per week depending upon their category.

b) The allowance is not an all purpose allowance.

c) The allowance will be paid on a pro rata basis to part time and casual employees.


d) Employees who currently receive the rural and remote allowance will continue to receive an amount at least equal to the current amount for their current category despite any changes to eligible Districts or Facilities or categories.

4.3.10 Rural Incentive Scheme for Dentists The Rural Incentive Scheme for dentist rates are as stated below, except where a variation may occur under On-Call Arrangements, including Fatigue Leave:

(a) Zone 1 - 7.5% allowance of employee’s base salary. (b) Zone 2 - 15% allowance of employee’s base salary. (c) Zone 3 - 30% allowance of employee’s base salary.

4.3.11 Registration and Licensing fees (HPs)

a) Employees who are required to hold a licence under the Radiation Safety Act 1999 (Qld) to operate equipment are entitled to have their licence fees paid by Queensland Health.

b) Employees who are required as part of their employment to hold dual registrations (including, but not limited to, Sonographers and Dental Prosthetists) are entitled to have their costs for their second registration paid by Queensland Health.

4.3.12 Professional Development Allowance

a) Permanent employees located in the eligible HHSs and facilities are entitled to a Professional Development Allowance of:

a. $2,000 per annum for Category A employees b. $2,500 per annum for Category B employees ; and c. $1,500 per annum for all other employees.

b) The Professional Development Allowance will be paid directly into an

employee’s fortnightly salary as part of normal salary and included in gross earnings before tax. Payment is made during periods of paid leave, but is not to be included when calculating leave loading, penalty rates or overtime. The allowance is not included for the calculation of superannuation.

c) Permanent part-time employees working at least 15.2 hours per fortnight are entitled to Professional Development Allowance on a pro rata basis.

d) Employees who receive the Professional Development Allowance will continue to receive an amount at least equal to the current amount for their current category despite any future changes to categories.

4.3.13 Student Clinical Education Allowance


a) A Student Clinical Education Allowance of $10 per day (to a maximum of $100 per fortnight) will be paid to employees who are designated to provide clinical education of undergraduate or graduate entry student(s); and work in an identified discipline.

b) Only one employee can receive the Student Clinical Education Allowance for providing clinical education for any one student each day.

c) This employee would be the designated educator for that day, and have the relevant approval for payment by their manager.

d) The Student Clinical Education Allowance is available for employees who provide clinical education for student(s) from entry level educational institutions in other states and territories only where there is no entry level educational institution in Queensland for that discipline.

e) Employees who are employed as clinical educators, or who provide clinical education for students who are employees of Queensland Health, are not eligible for the Student Clinical Education Allowance.


Part 5 - Hours of Work, Overtime and Penalty rates, Shift Work

5.1 Hours of work 5.1.1 The ordinary hours of work for employees (other than those listed in Schedule E) will be an average of 38 hours per week to be worked on one of the following bases:

(b) 38 hours within a work cycle not exceeding 7 consecutive days; or

(c) 76 hours within a work cycle not exceeding 14 consecutive days; or

(d) 114 hours within a work cycle not exceeding 21 consecutive days; or

(e) 152 hours within a work cycle not exceeding 28 consecutive days. 5.1.2 The ordinary hours of work for employees listed in Schedule E are those specified in that Schedule. 5.2 Spread of hours 5.2.1 Except in the case of shift workers and subject to clauses 6.1.1 and 6.1.2 of this Award, the hours of duty of employees will be worked on a Monday to Friday basis: Provided that where as at 1 March 1993, provision exists for hours other than on a Monday to Friday basis to apply, such provision will continue to apply. Any extension of such arrangements may be worked as agreed upon between the employer and the Union/s: Provided further that by agreement between the employer and the Union/s, such ordinary hours, may be worked over any 10 days in any 14 day work cycle. 5.2.2 The ordinary hours of work inclusive or exclusive of meal times as the case may be are to be worked as follows:

(a) Day work - between the hours of 6.00 a.m. and 6.00 p.m. (b) Shift work - worked between Monday and Sunday inclusive in

accordance with a roster agreed upon between the employer, and the Union/s concerned.

(c) Notwithstanding the provisions of clause 6.2.2(b), a shift worker

must not perform more than 2 consecutive shifts.

5.2.3 Employees must be allowed a break of not less than 10 hours between the termination of one shift and the commencement of another shift:


An exception to this is that 8 hours applies instead of the 10 hours in any of the following circumstances:

(a) for the purpose of changing shift rosters; or

(b) in any other case agreed upon between the employer and the employee concerned.

5.3 Starting and finishing times 5.3.1 Changes to starting and finishing times Employees starting and finishing times including those occurring at the date of operation of this Award, may be altered to suit operational requirements, geographic, safety, climatic or traffic conditions by the employer with the agreement of the relevant Union/s concerned. Any such altered starting and finishing time will not invoke any penalty payment that would not be payable if the Award spread of hours were observed. 5.3.2 Early and/or late work

(a) Where an employee is required to commence their ordinary hours of duty prior to 6.00 a.m. or finish their ordinary hours of duty subsequent to 6.00 p.m., that employee shall be paid for the time so worked prior to 6.00 a.m. or after 6.00 p.m. respectively, at one and one-half times the ordinary rate for the first 3 hours and double the ordinary rate thereafter. This arrangement does not apply to any employee engaged to work shift work or continuous shift work as defined by the District Health Services Employees' Award - State 2003.

(b) Where an employee is engaged under shift work arrangements and works a day shift that commences prior to 6.00 a.m., such time worked prior to 6.00 a.m. will receive an additional 15% allowance.

5.4 Shift work 5.4.1 Rosters

(a) Subject to the provisions of clause 6.4 the ordinary hours of shift workers will be worked in accordance with a roster agreed upon between the employer and the Union/s concerned:

Provided that agreement is not unreasonably withheld by either party.

(b) Employees must be notified one calendar week in advance of the roster cycle, provided that notification by 1.00 p.m. on Monday will be sufficient notification for the week commencing the following Monday.


(c) Changes within a roster must be, by agreement, between the employer and the employee concerned, but failing agreement, 24 hours' notice of a change of roster must be given or double time will be paid for the next shift.

5.4.2 Shift work allowances

(a) Afternoon or night shifts Employees working afternoon and/or night

shifts will be paid an allowance of 15% for each shift of ordinary hours:

Provided that in respect to the calculations of payments as prescribed by clause 6.4.2 such will be made upon the majority of shift basis in respect of ordinary hours worked where the starting and finishing times occur on different days over the period Monday to Friday both days inclusive.

These allowances do not apply to work performed between midnight Friday and midnight Sunday or on public holidays.

(b) Broken shift All employees engaged on shifts in which the ordinary hours of duty are

subject to a break in continuity other than for the purposes of meal breaks and rest pauses must be paid in addition to the ordinary rate of pay prescribed, an allowance of $3.96 per shift for each shift so worked. This provision will not be utilised to extend the working of broken shifts in circumstances where it is not occurring as at 1 March 1993 unless by agreement between the employer and the relevant union.

5.5 Working a 38 hour week 5.5.1 A 38 hour week must be worked on one of the following bases, most suitable to each location, after consultation with, and giving reasonable consideration to the wishes of the employees concerned:

(a) By employees working less than 8 ordinary hours each day; or

(b) By employees working less than 8 ordinary hours on one or more days each work cycle; or

(c) By fixing one or more work days on which all employees will be off during a particular work cycle; or

(d) By rostering employees off on various days of the week during a

particular work cycle, so that each employee has one workday off during that cycle.

5.5.2 The objective of such consultation is to reach agreement on the method of working the 38 hour week in accordance with clause 6.1.1.


5.5.3 Subject to the provisions of clause 6.4.1, employees may agree that the ordinary hours of work are to exceed 8 on any day, thus enabling more than one workday to be taken off during a particular work cycle. 5.5.4 The outcome of such consultation must be recorded in writing. 5.5.5 Despite the consultative procedures outlined above, and despite any lack of agreement by employees, the employer will have the right to make the final determination as to the method by which the 38 hour week is implemented or worked from time to time. 5.5.6 The method of working the 38 hour week may be altered, from time to time, upon giving 7 days' notice or such shorter period as may be mutually agreed upon following negotiations between the employer and employees concerned, utilising the foregoing provisions of clause 6.5, including clause 6.5.4 of this Award. 5.5.7 Different methods of working the 38 hour week may apply to individual employees, groups or sections of employees in each location concerned. 5.5.8 The ordinary hours of work, excluding the meal breaks must not exceed 10 hours per day: Provided that where the ordinary working hours are to exceed 8 on any day, the arrangement of hours will be subject to the agreement of the employer and the majority of employees concerned. 5.5.9 The ordinary starting and finishing times of various groups of employees or individual employees may be staggered, provided that there is agreement between the employer and the majority of employees concerned. 5.5.10 Employees are required to observe the nominated starting and finishing times for the work day, including designated breaks, to maximise available working time. Preparation for work and cleaning up of the employee's person will be in the employee's time. 5.5.11 Notwithstanding any other provision in clause 6.5, where the arrangement of ordinary hours of work provides for an Accrued Day Off, the employer and the majority of employees concerned, may agree to bank up to a maximum of 5 accrued days off. Where agreement has been reached, such accrued days off must be taken within 12 calendar months of the date on which the first rostered day off was accrued. Consent to bank accrued days off must not be unreasonably withheld by either party. 5.5.12 Where, as at the date of termination of service, an employee has accumulated time towards an accrued day or days off in accordance with clause 6.5, such employee will be paid for the time so accrued at the employee's ordinary rate of pay. 5.5.13 The provisions of clause 6.5 only apply to those employees who as at the date of operation of this Award were working a 38 hour week as a result of prior applications to reduce standard hours to 38 hours per week and to those employees


who as a result of the introduction of this Award will have their hours of duty reduced to 38 hours per week. 5.6 Rostered days off 5.6.1 Employees must be allowed 2 whole consecutive rostered days off in each week: Provided, that in lieu of 2 whole days off in each week an employee may be allowed in each fortnightly period:

• one day off in one week and 3 consecutive days off in the other week; or • 4 consecutive days off; or • 2 groups of 2 consecutive days off:

Provided further that 2 consecutive days off, one at the end of one week and one at the beginning of the following week may be counted as meeting the requirements of clause 6.6.1. 5.6.2 Notwithstanding clause 6.6.1, employees regularly rostered to work shifts in excess of 8 hours are entitled to such number of rest days in any one week according to the specific shift arrangements. 5.7 Weekend work 5.7.1 Penalty rates All ordinary time worked between midnight Friday and midnight Saturday will be paid for at 1.5 times the ordinary rate and between midnight Saturday and midnight Sunday will be paid for at double time: Provided that such Sunday penalty includes the casual loading paid to casual employees: Provided further that in respect to the calculations of payments as prescribed by clause 6.7.1 as well as those prescribed by clause 6.4.2 (a) will be made upon the majority of shift basis in respect of ordinary hours worked where the starting and finishing times occur on different days over the period Friday to Monday both days inclusive. 5.8 Overtime 5.8.1 Payment Overtime, that is authorised time worked outside the ordinary starting and ceasing times or in excess of the ordinary hours of duty will be paid for at the rate of time and a-half for the first 3 hours and double time thereafter: Provided that shift workers, whose hours of work are regularly rotated in accordance with a shift roster covering 2 or more shifts per day will be paid for overtime at the rate of double time. Overtime will be calculated to the nearest quarter of an hour in the total amount of time in respect to which overtime is claimed by an employee. 5.8.2 Time off in lieu


An employee, other than a continuous shift worker who performs overtime work, will at the employee's option be granted time off at a mutually convenient time equivalent to the number of hours worked in lieu of payment for such overtime: Provided that overtime taken on a time in lieu basis will be taken in periods mutually agreed between the employer and the employee: Provided further that an employee who works overtime on recall on a public holiday and who is granted equivalent time off is paid at half the ordinary rate for the time so worked with a minimum payment of 4 hours. 5.8.3 Overtime on weekends, rostered days off and accrued days off

(a) All overtime worked on Saturday will be paid for at the rate of time and a-half for the first 3 hours and double time thereafter.

(b) All overtime worked on a Sunday will be paid for at the rate of double time except where Sunday is the first or third rostered day off.

(c) A minimum payment of 2 hours work applies to all overtime worked on a Saturday or a Sunday: Provided that such minimum payment does not apply where such overtime is performed immediately preceding and/or following an ordinary rostered shift.

(i) An employee, other than a shift worker, directed to work

overtime on the first and/or third day of such employee's rostered days off during a work cycle will be paid at the rate of time and a-half for the first 3 hours and double time thereafter with a minimum payment of 2 hours.

(ii) An employee, other than a shift worker, directed to work overtime on the second and/or 4th day of such employee's rostered days off during a work cycle will be paid at the rate of double time, with a minimum payment of 2 hours.

(e) An employee directed to work overtime on such employee's Accrued

Day Off will be paid for such work at the rate of time and a-half for the first 3 hours and double time thereafter with a minimum payment of 2 hours.

5.8.4 Overtime during meal breaks Where an employee is directed to work during an unpaid meal break, and where the meal break is unable to be rescheduled within the span of hours, the employee concerned must be paid for the time so worked at the prescribed overtime rate with a minimum payment as for one-half hour worked:


Provided that where, as at 1 March 1993, an employee was entitled to payment at the rate of double time for time worked during a meal break, then such payment will continue to apply. 5.8.5 Higher duties Subject to clause 5.4 an employee temporarily filling and discharging the duties of a role at a higher Classification Level for which overtime has been authorised will be paid for at the rate applicable to that higher Classification Level.

5.9 Recall Payment 5.9.1 In the event of an employee on call being recalled to perform duties, the employee must be paid for the time worked, and this time is to be calculated from home and back to home, as follows::

(a) for a recall on Monday to Friday, payment at the prescribed overtime or penalty rate, with a minimum payment of three hours;

(b) for a recall on Saturday or Sunday, either:

(i) payment at the prescribed overtime or penalty rate, with a minimum payment of three hours; or

(ii) at the employee's option, time off at a mutually convenient time, equivalent to the number of hours worked.

(c ) for a recall on a public holiday, either:

(i) payment at the prescribed overtime rate, with a minimum payment of four hours; or

(ii) at the employee's option, time off in lieu equivalent to the number of hours worked, with a minimum of four hours, plus payment at half the ordinary rate for the recall time worked.

(d) Time off in lieu must be taken at a mutually convenient time to be

agreed between the employee and their supervisor. 5.9.2 An employee on call who is required to perform duties without the need to leave the employee's place of residence and/or without the need to return to the facility will be reimbursed for a minimum of one hour's work for each time the employee performs such duties. If the employee is required to again perform duties within that one hour period, no further minimum payment will apply.


5.9.3 An employee who is not on call and who is recalled to perform work after completing their ordinary working hours, or is recalled at least three hours prior to commencing their ordinary duty working hours, will be paid at overtime rates with a minimum payment of three hours. 5.9.4 Where an employee is recalled to perform work during an off duty period, the employee will be provided with transport to and from the employee's home, or will be reimbursed the cost of such transport. 5.9.5 The Fatigue leave provisions will apply when an employee has actually worked in excess of 2 hours on one or more call-outs. 5.9.6 Where practicable an employer must not require an employee to be continuously available on-call for a period in excess of 6 weeks. 5.10 Rest period after overtime 5.10.1 Fatigue Leave An employee who works so much overtime between the termination of ordinary work on one day and the commencement of ordinary work on the next day, that 10 consecutive hours off duty between those hours have not occurred will be released after completion of such overtime until 10 consecutive hours off duty occur without loss of pay for ordinary working time occurring during such absence. If on the instructions of the employer, such an employee resumes or continues work without having had 10 consecutive hours off duty, the employee must be paid double rates until released from duty for such period, and will then be entitled to be absent until 10 consecutive hours off duty have occurred without loss of pay for ordinary working time occurred during such absence. The provisions of clause < > apply in the case of shift workers who rotate from one shift to another as if 8 hours were substituted for 10 hours when overtime is worked:

(a) for the purpose of changing shift rosters; or (b) in any other case agreed upon between the employer and the

employee concerned. 5.11 Breaks 5.11.1 Meal breaks All employees whether day workers, shift workers or continuous shift workers, will be allowed not less than 30 minutes for a meal break between the 3rd and the 6th hours of duty.


5.11.2 Crib time

(a) The hours of duty of continuous shift workers is inclusive of meal times such to be taken as a crib break so as

not to interfere with operational requirements and no deduction will be made from the employee's wages.

(b) The hours of duty of shift workers are either inclusive or exclusive of

meal times subject to operational requirements. In cases where the hours of duty of a particular shift is inclusive of meal times then such will be taken as a crib break so as not to interfere with operational requirements and no deductions will be made from the employee's wages: Provided that where, as at 1 March 1993, an employee was or was not in receipt of a paid meal break then such arrangement would continue unless the roster is changed in accordance with clause 6.4.1.

5.11.3 Meal breaks / allowances while on overtime

(a) Where an employee is called upon to work for more than one hour before the ordinary commencing time or more than one hour after the ordinary ceasing time, the employee must be supplied with a meal of reasonable quality and quantity by the employer or be paid $12.10 in lieu thereof. Additionally, the employee must be allowed one-half hour at the ordinary mealtime for such meal where work is performed after 6.00 p.m.

(b) In addition to the provisions of clause 6.10.3(a) an employee will be allowed one-half hour at the ordinary mealtime for such meal:

Provided that where due to operational requirements the work should not be interrupted such meal can betaken as a paid crib break.

(c) An employee will be entitled to a further one-half hour break and a meal of reasonable quality and quantity or a further meal allowance after the completion of every additional 4 hours overtime worked.

(d) An employee who works afternoon or night shifts will be entitled to a meal allowance or crib break after more than one hour's overtime.

(e) Employees who work overtime on a rostered day off are entitled to $12.10 meal allowance after each period of 4 hours continuous overtime in addition to any payment for overtime to which employees are entitled, unless a meal of reasonable quality and quantity is provided by the employer.

5.11.4 Rest pauses


Every employee is entitled to a rest pause of 10 minutes duration in the employer's time in the first and second half of the working day. Such rest pauses will be taken at such times as will not interfere with continuity of work where continuity is necessary: Provided that the employer may determine that the rest pauses may be combined into one 20 minute rest pause, to be taken in the first part of the ordinary working day:

Provided further that where an employee is engaged for 6 or less hours, such employee is only entitled to one rest pause.


Part 6 - Leave and Public Holidays

AMOD team to refer to Part 7 of DHSE Award

Professional Development Leave Permanent employees are entitled to three days Professional Development Leave per annum to attend professional development sessions. Professional Development Leave will accrue for up to two years. In addition to the Professional Development Leave, reasonable travel time associated with accessing the Professional Development Leave will be treated as paid work time (rostered hours) on the basis of no more than eight hours single time for each day of travel. Permanent part-time employees working at least 15.2 hours per fortnight are entitled to Professional Development Leave on a pro-rata basis. HP Radiation Professionals Leave An additional one week's recreation leave to a total of five weeks' recreation leave

each year will be provided to all:

(a) Radiographers; (b) Radiation Therapists; (c) Medical Imaging Technologists; (d) Nuclear Medicine Technologists; (e) Breast Imaging Radiographers (including Breast Screen Queensland); (f) Radiographers/Sonographers; (g) Physicists, including Radiation Oncology Medical Physicists, Nuclear

Medical Physicists, Radiology Medical Physicists, and Health Physicists; and

(h) Radio Chemists.

No leave loading is payable on the additional week's leave. Accordingly, four weeks' leave loading will be distributed over the five weeks of recreation leave entitlement.


Part 7 - Transfers, Travelling and Working Award fr om Usual Place of Work

Travelling and relieving expenses

An employee who is required to:

a) on official duty; or

b) to take up duty away from the employee's usual place of work to relieve another employee; or

c) to perform special duty,

is allowed actual and reasonable expenses or allowances for accommodation, meals and incidental expenses necessarily incurred by the employee.

These are prescribed under the Travelling and Relieving Expenses Directive as issued and amended by the Minister responsible for Industrial Relations under section 54 of the Public Service Act 2008.

Motor vehicle allowances

An employee who is required to use a private motor vehicle for official purposes is entitled to claim this allowance.

The entitlements to Motor Vehicle Allowances are prescribed under the Motor Vehicle Allowances Directive as issued and amended by the Minister responsible for Industrial Relations under section 54 of the Public Service Act 2008.

Appointment and transfer expenses

These are the expenses that may be paid on behalf of an eligible employee when appointed or transferred from one centre to another, including:

• The conveyance of self, family and effects to the centre to which transferred or appointed; and

• Board and lodging; and

• other items of expenditure related to taking up duty.

The entitlements to appointment and transfer expenses are contained in Queensland Health HR Policy DF apply to employees under this Award.


Schedule 1 – CLASSIFICATIONS AND DEFINITIONS

A – DENTAL STREAM - GENERIC LEVEL STATEMENTS

The Dental classification structure recognises the complexity of a profession with multiple divisions and specialisations. These statements reflect the degree of complexity and responsibility of duties, skills and knowledge proceeding from the lowest to the highest Classification Levels. Their purpose is to provide an indication as to the Classification Level appropriate to any packaging of duties.

Allocations to the Dental streams may include the occupational Groupings as follows:

• Dentists

• Dentist Advanced Clinician

• Dental Specialist

• Director of Oral Health

The following definitions will apply:

An Oral Health Team will be deemed to consist of up to one full-time equivalent dentist, up to 3 full-time equivalent operative dental auxiliaries and a variable mix of non-operative dental auxiliaries (i.e. dental technicians and dental assistants) working from one or more locations. Additionally, the team may be supported by administrative officers.

Levels from EB8 are Dental Officer (Level 1); Senior Dentist/Senior Dentist (Clinical) (L2); Principal Dentist (L3); Director (L4); Dental Specialist (DS1) and Senior Dental Specialist (dS2).

<Please note, these definitions are from the DHSEAward. They do not align with the classification structure from EB8. The parties will need to discuss this at conference>

(i) Dentist: (Level: DO1-DO7)

Clinical duties and responsibility for an Oral Health Team operating from one or more Community/Hospital Clinic(s) and/or fixed school clinic(s). Level dependent upon years of experience and satisfactory work performance. Dentists are eligible to advance by increment to pay1`point 7, and no further.


(ii) Advanced Clinician (Level: DO8-DO9)

An advanced clinician is a Dentist who has advanced clinical skills recognised by their peers and a strong commitment to quality public oral health services. It is a merit based progression that recognises individuals who perform at a demonstrably higher level than that required of Staff Dentists. An Advanced Clinician (DO8) has the ability to progress to DO9 only after 12 months' satisfactory service.

(iii) Senior Dentist (Level: DO10-DO11)

This position maintains clinical responsibilities, as for a Dentist position. In addition, the Senior Dentist maintains managerial responsibility for a number of Oral Health Teams. Senior Dentists will commence on pay point 10 and be eligible to advance by annual increment to pay point 11, and no further.

(iv) Senior Dental Officer - Pre-Specialist Registration (LEVEL: DO12-

DO13)

A dentist appointed as a Senior Dental Officer (Pre-Specialist Registration) in a group of Oral Health Teams is a holder of a prescribed qualification in relation to a dental specialty.

This specialty is prescribed under section 18 (6) (a) of the Dental Act 1971, and must be relevant to the appointed position. Such a position has managerial responsibility for a group of Oral Health Teams. Senior Dental Officers (Pre-Specialist Registration) appointed as such, will commence on pay point 12 and will be eligible to advance by annual increments to pay point 13, and no further.

(v) Principal Dentist (Level: DO12-DO13)

This position maintains clinical responsibilities, as detailed for Dentist. A higher level of managerial responsibility for a number of Oral Health Teams. Such managerial responsibilities include planning and resource management. Principal Dentists appointed as such will commence on pay point 12 and will be eligible to advance by annual increments to pay point 13, and no further.


(vi) Principal Dentist - North Brisbane & QE11 (LEVEL DO14-DO15)

This position maintains clinical responsibilities, as detailed for Dentist. A higher level of managerial responsibility for a number of Oral Health Teams. Such managerial responsibilities include planning and resource management. This level is in recognition of the provision of secondary Oral Health Care on referral to the groups of Oral Health Teams, with which the Principal Dentist is associated in North Brisbane or QE 11 Districts only. Principal Dentists (North Brisbane & QE 11 Districts) appointed as such will commence on pay point 14, and advance by annual increments to pay point 15, and no further

(vii) Director, District Oral Health Services (LEVEL DO14-DO15)

This position maintains both clinical and managerial responsibilities for a District, or a number of Districts. Directors, District Oral Health Services appointed as such will commence on pay point 14, and advance by annual increments to pay point 15, and no further.

(viii) Dental Specialist (Level: DS1-DS5)

A Dental Specialist registered in Queensland and appointed to provide specialist oral health care. Dental Specialists appointed as such will commence on pay point DS1, and advance by annual increments to pay point DS5, and no further.

(ix) Senior Dental Specialist (Level: SDS1-SDS2)

A Dental Specialist registered in Queensland and appointed to provide specialist oral health care may apply to become a Senior Dental Specialist, and if appointed as such will commence on paypoint SDS1, and advance by annual increments to pay point to SDS2 and, no further.


Schedule 1 – CLASSIFICATIONS AND DEFINITIONS

B. HEALTH PRACTITIONER STREAM: WORK LEVEL STATEMENT S

The eight level health practitioner classification structure is underpinned by work value and is based on skill and knowledge requirements, including recognition of minimum qualifications.

The health practitioner classification structure also recognises the following increasing levels of responsibility and complexity: (a) generalist positions (for example, pre-registration, entry level, developing clinician through to more independent general level positions); (b) advanced specialist, advanced generalist clinical positions, or positions that combine advanced specialist and advanced generalist clinical duties (for example, senior, team leader, or positions where multi-speciality or an advanced level of knowledge, skills, experience and clinical leadership across two or more clinical areas occur); and (c) senior and consultant level positions (for example, consultant/manager, senior consultant, director, senior director).

Allocations to the Health Practitioner stream may include the Occupational Groupings as follows:

• Audiologist

• Biomedical Engineers and Technicians

• Breast Imaging Radiographers

• Cardiac Perfusionists

• Chemists and/or Radio-chemists

• Child Guidance Therapists

• Child Therapists

• Clinical Measurement Scientists and Technicians

• Dental Prosthetistis

• Dental Technicians

• Dental Therapists

• Dieticians/Nutritionists

• Environmental Health Officers

• Epidemiologists

• Exercise Physiologists

• Forensic Scientists and Technicians

• Genetic Counsellors


• Health Promotion Officers

• Leisure Therapists

• Medical Illustrators

• Medical Laboratory Scientists and Technicians

• Music Therapists

• Neuropsychologists

• Nuclear Medicine Technologists

• Nutritionists

• Occupational Therapists

• Oral Health Therapists

• Orthoptists

• Orthotists, Prosthetists and Technicians

• Patient Safety Officers

• Pharmacists and Technicians

• Physicists, including Radiation Oncology Medical Physicists, Nuclear Medical Physicists, Radiology Medical Physicists, and Health Physicists;

• Physiotherapists;

• Podiatrists;

• Psychologists including Clinical and Neuropsychologists;

• Public Health Officers;

• Radiation Therapists;

• Radiographers/Medical Imaging Technologists;

• Rehabilitation Engineers and Technicians;

• Researchers, Clinical Trial Coordinators and Data Collection Officers

• Scientists – Environmental Health

• Social Work Associates

• Social Workers

• Sonographers

• Speech Pathologists


• Welfare Officers

Work Level Statements

(Including explanatory notes and glossary of terms)

Health Practitioners’ (Queensland Health) Agreement (No. 2) 2011 Background

Queensland Health has recently committed to reforming the employment arrangements for a number of its professional and technical staff. As part of this reform, Queensland Health has introduced initiatives aiming to facilitate greater equity across this segment of its workforce by adopting a more consistent and transparent approach to governing classification and career paths. Key to this process is the establishment of a combined Health Practitioner (HP) employment scale, which aims to bring eligible Professional Officers (PO), Technical Officers (TO) and District Senior Officers (DSO) District Executive Senior Officers (DES) staff together into the one unified classification stream.

The work level statements will refer to these former classifications to inform the Work Level Evaluation Project (Phase 2) and any processes arising from the Agreement. Supporting the HP scale will be work level statements including these explanatory notes, which govern employment classification.

It should be noted that a range of statements across more than one level may be relevant to an employee’s role. The employee does not need to meet all statements in knowledge, skills and expertise; and accountabilities to be classified at a particular HP level. A holistic approach will be taken in the assessment of roles and the determination of classification level. No single statement will define an employee’s level.

This document aims to provide you with some more information about the changes to employment classification for health practitioner staff, and answer some common questions about the introduction of the HP scale and how the work level statements will affect you. For ease of reference, it is written in a question and answer format.

Explanatory Notes

1. What is the HP Scale?

The HP scale is a combined, unified classification stream, which will cover many of Queensland Health employees previously known as Professional and Technical Officers, bringing together eligible PO, TO and DSO/DES staff together into a single stream while maintaining the individuality of the classifications.

2. How was the HP Scale created?

The HP Scale is the product of negotiation between Queensland Health, and the relevant Unions (United Voice and Together).

3. What are the benefits of the HP Scale?


By bringing together a number of PO, TO and DSO/DES roles under the same classification stream, Queensland Health is continuing its commitment to facilitating greater equity and consistency across this segment of its workforce. The HP Scale will promote a better understanding of employment classification in the Department, provide a more transparent approach to career planning and development and support strategic workforce planning.

There will be recognition of advanced specialist and consultant clinical skills and a framework for potential future extended scope of practice roles. The HPCG has oversight of the Work Level Evaluation Project and will endorse a methodology which recognises that sufficient additive work value of multi-speciality enables classification to a higher level.

4. What does the HP Scale look like?

It is recognised that some roles fit into either a clinical or management stream. However it also recognised that many employees work across both clinical and management streams and this is recognised in the definition of multi-specialty. The HP career structure is an eight level classification structure, underpinned by work value. Within the HP classification structure, there are two streams; a clinical stream (including roles with a clinical, education or research focus, or containing elements of all three features) and a management stream. The two streams become relevant from level HP 3 to HP 7. At levels HP 1 to 2 and at HP 8, there is no streaming applicable to the HP classification structure. See Diagram 1.

Diagram 1: HP Streams HP8 HP7 Clinical HP7 Mgmt HP6 Clinical HP6 Mgmt HP5 Clinical HP5 Mgmt HP4 Clinical HP4 Mgmt HP3 Clinical HP3 Mgmt HP2 HP1

5. What roles fit the Clinical stream?

Clinical stream roles are roles that require the application, at varying levels of expertise, of an established technical or professional body of knowledge to:

• assess situations

• conduct research and analysis, or

• develop solutions

• undertake formal education activities

Typical activities include:

• clinical diagnosis and case management

• provision of a professional opinion

• generation of new ideas and solutions

• clinical policy formulation and interpretation

• establishing new standards of operation

• clinical business strategy development


• clinical systems analysis and development

• productivity improvement projects and

• fulfil statutory obligations

• formal and informal education activities

Progression in clinical (or ‘advisory’) roles involves factors such as:

• increasing complexity of case work

• requirement for higher level expertise and experience

• broader scope of work

• greater impact over a broader population (internally and externally within organisation)

• progression from operational/case work focus to a strategic focus

6. What roles fit the Management stream?

Management roles typically have responsibility for controllable resources for specific projects, programs, divisions or business units to achieve defined business, service or operational objectives. Management roles also directly manage, lead or supervise a team of staff to achieve service or operational objectives. Typically, Managers allocate work, train staff and monitor quality and are accountable for individual performance management.

Progression in management roles involves factors such as:

• increased size of resources

• broader management responsibility (FTE, budget, geographical areas .i.e. facility, district, area, state)

• increased complexity of managed resources (multi-disciplinary, multi-specialty)

• greater impact over a broader population (internally and externally within organisation)

• progression from operational/management focus to a strategic focus

To assist with the evaluation of management roles, matrices have been developed that recognise the impact of work environment and management accountability. They are designed to be used in conjunction with the work level statements and provide a simple and transparent process for evaluating management roles with the requirement for either professionally qualified or technically qualified staff. 7. How will hybrid clinical and management roles are classified?

Roles will be allocated to a level based on an evaluation of all aspects of their role. This will include appropriate consideration of both clinical and management responsibilities. 8. What are the Work Level Statements?

The work level statements aim to describe the scope and nature, knowledge, skills and expertise and accountability of work which is undertaken at each level to ensure consistency of classification across this workforce. Each level systematically builds on the level below.


Although the work level statements provide a generic description of health practitioner roles at each of the given HP levels, they are not a job description and are not designed to be used as such.

9. How are evaluations made using the Work Level Statements?

Evaluations of a role consider the scope and nature of the role, the knowledge, skills and abilities required, and the accountabilities involved. As described above, allocation to a level will be based on an evaluation of all aspects of the role against the work level statement criteria and a holistic assessment based on evaluation of all aspects of the role or role having regard for responsibilities, the level of complexity, degree of multi-speciality and/or advanced level of knowledge, skill, experience and leadership in the discipline or profession, as to which level is most appropriate for that role.

10. How do employees advance under the HP Scale?

Progression from one increment to the next (within each of the HP levels 1-7), will be based on a satisfactory annual performance appraisal.

Movement between levels will occur by application for a role and promotion in accordance with approved Government policies and procedures. The establishment of roles at any given HP level will be based on service requirements.

Following the evaluation of a role to Level 8, the issue of appointment to remuneration pay points within those levels is subject to further discussion by the negotiating parties in the drafting of the Agreement.

11. How are qualifications and experience recognised for entry into the HP Scale?

Entry-level classification and remuneration r l for health practitioner roles with relevant qualification of Diploma or equivalent, (and are applying that qualification to a relevant role), is HP 2, increment 1.

Entry level health practitioners appointed to roles requiring a minimum three year tertiary qualification of Degree or equivalent will commence at HP 3, increment ‘0’ Entry level health practitioners appointed to roles requiring a minimum 4 year tertiary qualification of degree or equivalent will commence at the HP3.1 pay level.

Tertiary courses such as a 2-year Masters Program which are required for registration purposes for that discipline or profession will be considered an 'entry level' qualification. Health practitioners with these qualifications will also be appointed at HP3.1.

12. Will the HP Scale or the Work Level Statements change?

To keep the new classification system relevant and up-to-date, the HP Scale and the work level statements will be periodically revised. Any changes to the HP scale or the work level statements will be negotiated and agreed by the Health Practitioner Consultative Group (HPCG) including relevant unions. At these times, all materials will be assessed and any changes will be made to ensure


relevance and applicability for the purposes of ongoing classification of roles within the HP classification structure.

DISCLAIMER: Reference to sole practitioners has been removed from the work level statements. Instead, positions will be evaluated against the accountabilities and the context of the role.

Glossary of Terms

STANDARDS

Advanced: Highly developed or complex; at a level beyond that required for day-to-day practice.

Basic: Fundamental or elementary; at a level of the most simple tasks to be performed.

Competent: Achieving an agreed level that allows adequate performance at a given level.

Complex: Complicated, involved, intricate and involving many different influences. Complex professional work denotes work in which the range of options is imprecise, requires high-level application of general principles, and may require some adaptation of accepted practices and procedures. The work commonly involves elements or interrelationships between tasks. Complexity may also refer to the intersection between the care needs of the clients / patients / consumers.

Consultant: Refers to a high-level specialist health practitioner, recognised as a State or Nation-wide leader in their given discipline. They are utilised as a point of reference in their given discipline throughout Queensland Health.

Novel: An area or issue where there is no access to existing protocol or precedent; involves breaking new ground.

Specialist: We recognise the definition under the Australian Health Practitioners Registration Authority (AHPRA). Use of the term is restricted by national law and recognition by any profession needs to be approved by the ministers’ council. Scope of practice determined by recognised boundaries of specialist practice. Is registered as a specialist by Australian Health Practitioners Registration Authority (AHPRA). For the purpose of evaluation “specialist” describes a health practitioner who is recognised for their breadth of knowledge and skill within their specialised area of practice

Specialised: Describes a more focussed scope of practice where the clinician works with a discrete patient / client group in a defined setting. A new graduate may work in this area of practice. Does not determine the level of practice.

BREADTH OF ACTIVITY/ JURISDICTION

Hospital and Health Service (HHS): In reference to one of the recognised 17 Hospital and Health Services.

Multi-disciplinary: The combination of several disciplines of health practitioners. This could include different professions (degree qualified) e.g.


Occupational Therapist, Physiotherapist, Social Worker, Nurse etc; technicians, assistants and/or administrative staff.

Multiple jurisdictions: Relates to service areas that fall across hospital and health service boundaries and encompass multi-disciplinary and/or multi-speciality teams

Multiple specialities / settings: May include “Modalities,” “specialties,” “domains,” “fields,” etc which are determined by the individual professional or service groups. Management is also recognised as an individual area.

Multi-speciality: The combination of speciality knowledge and skills within a given discipline which may include:

• speciality areas within a discipline;

• modality areas within a discipline;

• clinical/technical and non-clinical/technical skills and roles, such as management.

Organisational context: The context regarding the customers and the nature of the service provided determines the level. Contributing factors include but are not limited to size and complexity of service provided.

Service: The service is defined by the context in which it is operated. The contextual information regarding the customers and the nature of the service provided is what needs to be defined to determine the level. Contributing factors can include (but are not limited to) size, complexity, support, influence. Use of the term “service” is a conceptual statement and overrides any use of the term within the organisational nomenclature of the time.

Service Area: Relates to service areas that may in some instances fall across hospital and health service boundaries (e.g. State-wide Pathology services)

SUPERVISION/ MANAGEMENT

Advocacy: Requirement of the role to speak in favour or support of, to actively participate in agenda setting for service delivery issues. The level of influence is commensurate with the context of the role.

Clinical governance: Ensuring the standard of clinical performance of a healthcare service and the compliance of the service in relation to maintaining good quality service provision. This includes activities at the individual and professional level involving:

• endorsement (clear standards eg credentialing, competency assessment);

• development (eg professional support): and

• monitoring/reporting processes (eg registration checks, clinical audit)

Clinical leadership: The application of leadership in a clinical context and relating to clinical services and clinical outcomes.


Clinical / professional supervision: Relates to the ongoing development of skills and knowledge required by the health practitioner under the guidance of a more senior health practitioner within the same discipline. It ensures the health practitioner achieves and maintains the expected professional standards of work in that discipline. The clinical practice supervisor may not necessarily be the health practitioner’s day-to-day manager.

Universal presumption of Supervision – it is recognised that all employees require supervision / support in the execution of their roles. This does not affect the evaluated level of the role. The work level statements recognised that all employees have supervision in the execution of their roles regardless of level. This includes professional, clinical and operational supervision.

Guidance: Informal professional advice about what to do, how to do it and given without close supervision.

Leadership: The capacity to guide the development of health disciplines, services or teams, especially as related to deciding strategic direction and the setting of standards of practice.

Mentoring: Informal professional development activity designed to enhance the knowledge, skills and abilities of others by actions such as role modelling, advocacy and support to other health practitioners.

Operational management: Relates to roles and responsibilities that support the day to day management of services, including recruitment, service planning and development, staff management, service reporting budget management etc. It may or may not include financial delegation.

Operational supervision: Formal reporting arrangement relating to the day-to-day management of workload and workflow of health services.

Professional management: Management – implementing strategies and processes to ensure appropriate profession-specific standards through governance,

leadership and support.

Professional governance: Pertaining to a specific profession/HP discipline. Governance – roles and responsibilities that are attributed to maintaining and being accountable for professional standards and quality.

Elements of professional governance may include (but are not limited to):

• Profession specific supervision framework

• Competency assessment and review

• Performance and Development

• Professional Development and Training

• Clinical audit processes


Strategic management: The systematic analysis of the internal and external factors to provide the basis for optimum management practices. The objective of strategic management is to achieve improvement of service delivery to patients/clients whilst achieving alignment of service policies and strategic priorities.

GENERAL

Clinical : Specialised or therapeutic care that requires an ongoing assessment, planning, intervention by health care professions.

Demonstrates: An appointee to a role exhibits a given characteristic, required of the role, in either an easily observable or readily quantifiable way.

Dictionary: Means an explanation of all relevant definitions endorsed by the HPCG from time to time to support implementation of the agreement.

FTEs (within Management Matrix): Full Time Equivalents; includes all professional, technical or support staff, under management of a given individual, on the basis that each such staff member was engaged in a full time capacity. May include those FTE for which both operational and professional responsibility is held.

Health Practitioner:

(a) employees who:

(i) are in disciplines or professions that:

(A) provide a direct contribution to service delivery across the continuum of care to provide integrated health services in one or more of the following program areas:

(I) acute care;

(II) ambulatory care;

(III) rehabilitation;

(IV) extended care;

(V) integrated mental health;

(VI) primary health care; or

(VII) protection and prevention; and

(B) are directly involved in health protection and prevention, assessment, diagnosis and treatment of patients and to the community; or

(ii) directly manage and have a professional responsibility for the clinical services provided by employees who meet the definition in Clause 4.2(a)(i) of this Agreement; and

(b) employees who are employed in roles:

(i) that were classified in the Professional or Technical Streams under the Award or the Public Service Award - State 2003 as at the date of certification of HPEB1 on 30 May 2008;


(ii) that were classified as District Senior Officer or District Executive Senior Officer roles as at the date of certification of certification of HPEB1 on 30 May 2008; or

(iii) that have been classified as health practitioner roles by the Director-General or authorised delegate.

Professional employees: Those health practitioners who are at a minimum Degree qualified (or equivalent), and perform roles requiring the application of a professional body of knowledge drawn from this qualification (also see definition for ‘Technical employees’ below).

Professional knowledge: Refers to the knowledge of principles, techniques or skills applicable to the profession or professional discipline. Professional knowledge is obtained during a professional qualification, experience and continuing professional development.

Reference point: Responsibility of a role to provide advice, guidance and support.

State-wide*: Refers to the impact of the role that may influence services, professional groups or clinical practice across the whole of Queensland. Purely working in a State-wide Service is not defined as state-wide unless the previous criteria are fulfilled. State-wide is the scope of practice required of the role, not the person.

Student education: Relates to participation in a range of supervision and education activities conducted in the workplace, the aim of which is the demonstrated acquisition of knowledge, skills and clinical reasoning by the student.

Technical employees: Those health practitioners who have a minimum qualification of a Diploma (or equivalent), and are responsible for the operation of, and sometimes interpretation of, data from healthcare apparatus.


HEALTH PRACTITIONER ONE (HP 1)

Scope and Nature of Level

Classification at HP1 level is reserved exclusively for employees in the process of completing prerequisite educational or training requirements for roles housed under HP2 or HP3 classification levels.

Roles at Health Practitioner 1 are those with an active focus on building toward the attainment of a recognised or acceptable level of knowledge and skill in their given domain. Requiring only a narrow set of knowledge and skills in their given discipline, these roles involve the performance of basic duties under the close clinical practice supervision of more experienced Health Practitioners in the given domain, with the quality of work output closely assessed. Roles may be referred to as cadetships, traineeship or scholarship roles.

Role Context

Knowledge, Skills and Expertise

• Demonstrates continuing work toward completion of prerequisite requirements for roles housed under HP2 or HP3 classification levels

• Demonstrates a narrow level of knowledge and skill in their given domain, with the ability to undertake tasks under the guidance of a more experienced practitioner

Accountability

• Works under the guidance of a more experienced practitioner in the domain

• Actively continues to pursue prerequisite education and training necessary to build competency in given domain


HEALTH PRACTITIONER TWO (HP 2) Scope and Nature of Level

Roles at HP2 Level require employees to hold at least an Associate Diploma (or equivalent) (generally prior to 2000), Diploma and Advanced Diploma (or equivalent) qualification (Post 2000).

Roles at Health Practitioner 2 are technical roles demonstrating competent technical knowledge and skill in their given domain. They would be expected to undertake duties within the context of the role, with supervision commensurate with experience. They are able to perform routine duties, and undertake technical tasks of increasing complexity under the supervision of more experienced practitioners. They would be expected to be an active participant within their multidisciplinary work unit or technical team.

As experience builds roles make decisions and solve problems by exercising technical judgement with increasing independence. Roles are expected to manage their own workload, as directed and are expected to understand and comply with governance polices and processes.

Role Context


• Demonstrates competent knowledge and skill to provide information to clients and colleagues

• Demonstrates a competent level of knowledge, expertise and skill in the given technical domain, with the ability to apply established methods and procedures toward the completion of required tasks

• Demonstrated ability to undertake technical tasks, commensurate with level of experience.

• Demonstrates the ability to work in a team

• Demonstrates the ability to participate in quality or service improvement activities under the supervision of a more experienced practitioner.

• Builds and maintains effective relationships with clients and colleagues

• Demonstrates the ability to apply effective written and verbal communication skills to provide professional services

Accountability

• Accountable for the appropriate use of allocated resources.

• Contributes to administrative activities, including the collection of statistics or workload data.

• Provides technical services commensurate with level of experience

• Accountable and responsible for provision of routine-level technical


services under the supervision of more senior health practitioners

• Commensurate with level of experience in role, provide technical education for students with the support of a senior Health Practitioner

• Commensurate with level of experience in role, provide guidance, peer support and instruction on matters pertaining to routine technical matters to less experienced practitioners

• Participates in professional development and education in the technical area, and is expected to provide mentoring and advice to less experienced health practitioners

• Contributes to the development of policies, procedures and technical practice

• Participates in technical governance activities within the work team

• Contributes and participates in local quality and service improvement activities.


HEALTH PRACTITIONER THREE (HP 3)


Clinical Stream

HP3 covers both newly qualified clinicians and developing professional clinicians.

Clinical roles at the Health Practitioner 3 level encompasses roles requiring a competent level of professional knowledge and skill, and able to undertake routine clinical practice independently. They participate in teams, operating at the level of clinical practice commensurate with level of experience.

The role has a clinical focus and provides professional-level clinical services commensurate with level of clinical experience, mostly of a routine nature and with level of supervision decreasing with increasing experience. The role therefore manages own workload by undertaking duties independently within the context of the role, with clinical practice supervision commensurate with experience.

As experience builds, makes clinical decisions and solves problems by exercising clinical judgement of increasing independence. Such judgement requires an understanding of the context and the environment in which decision-making occurs in relation to health interventions and understands clinical governance policies and processes.

A primary researcher role implements research activities under direction.

Roles at this level requires employees to hold at least a relevant tertiary degree (or equivalent) qualification.

Technical Stream Technical roles at Health Practitioner 3 require employees to be experienced in their given technical domain, and have either:

• Operational supervisory responsibilities including development of subordinate staff, performance management, co-ordination of workflow processes, quality of output of the work unit and implementing occupational health and safety guidelines, or

• Proven technical expertise and competence with demonstrated proficiency to perform complex technical tasks with minimal clinical practice supervision, and are expected to be an active contributor to their multidisciplinary work unit or technical team.

Roles provide independent technical services of a complex and varied nature where principles, procedures, techniques or methods require adaptation or modification with only occasional professional supervision. Roles are recognised as a reference point for technical health practitioners within the team, exercising independent decision-making and judgement on a day to day basis and providing professional advocacy and/or technical governance beyond routine practice.

Roles can provide technical leadership within the team, including professional supervision. Roles undertake duties of a complex and varied nature with technical decisions based on valid, reliable evidence and would be expected to integrate


service initiatives into technical practice, organisational work unit guidelines and service policies. Roles perform duties with a high degree of independence and may provide technical services with some operational responsibilities.

Role Context


Clinical Stream

• demonstrates competent knowledge and skill to provide professional advice

• builds and maintains effective professional relationships with clients and colleagues

• demonstrates ability to apply effective written and verbal communication skills to provide professional services

• demonstrates recognised expertise and knowledge obtained through relevant tertiary education

• demonstrates knowledge, expertise and skill in the research protocols and applicable research methodology relevant to a health practitioner practice

• demonstrates the ability to professionally disseminate information to stakeholders

• demonstrates ability to participate in quality or service improvement activities under the clinical practice and / or operational supervision of a more experienced practitioner

Technical Stream

• Demonstrates high-level knowledge and skill in the given technical domain, with the ability to undertake complex tasks in the domain with minimal supervision

• Demonstrates the ability to provide guidance to less experienced unit or team members

• Is recognised as a reference point for other technical health practitioners within the team

• Applies high-level knowledge and skills in advising colleagues, management and other stakeholders

• Demonstrates the ability to provide informed opinion regarding direction to a team operating within or across a service

• Demonstrates effective communication skills to align a team and influence the culture

• Develops effective professional relationships with clients, colleagues and stakeholders to inform technical outcomes and/or encourage change

• Applies evidence based practice that supports the continuous improvement of local service delivery

• Assists with research and/or development activities of the relevant discipline/service area.


Accountability

Clinical Stream

• uses allocated resources appropriately

• contributes to management activities such as collection of departmental statistics

• provides clinical services commensurate with level of experience

• makes more complex clinical decisions and solves problems under the clinical practice supervision or professional guidance of a more experienced practitioner

• assists in the development of policies, procedures and clinical practice and participates in local quality and service improvement activities

• contributes to clinical governance activities

• manages own professional standards / accreditation / registration requirements

• provides clinical practice supervision to less-experienced practitioners, work experience students or those involved in observational clinical placements; and provides direction to assistant and support staff

Researcher

• contributes to research activities by understanding and complying with research protocols

• applies appropriate research methodology to any the research being undertaken

Technical Stream

Technical roles at level HP3 exercise independent judgement in providing technical services of a complex nature where principles, procedures, techniques or methods require expansion, adaptation or modification, requiring minimal supervision and may have responsibility for the following:

• Coordination of workflow for given technical work unit or team

• The management of allocated resources in defined areas

• Providing direction to a small team

• Supervision of a technical work unit or team, including limited management of staff and resources within prescribed limits

• Providing informed opinion on matters pertaining to complex technical matters

• Providing technical advice to supervisors and relevant service managers regarding service delivery, equipment and technology

• Providing input into strategic planning for a service

• Contributing to technical governance activities within the work team


• Initiating and recommending quality and service improvement initiatives

• Providing technical education and mentoring and advice to students and less experienced technical health practitioners

• Commensurate with level of experience in role, providing guidance, peer support and instruction on matters pertaining to more complex technical matters to less experienced practitioners


HEALTH PRACTITIONER FOUR (HP 4) Scope and Nature of Level

Clinical Stream

Clinical roles at Health Practitioner 4 demonstrates high-level knowledge, skills, experience and provides clinical leadership within the team including clinical practice supervision

The role demonstrates high-level understanding of the environment in which clinical decisions are made to influence health outcomes and ensures that service initiatives are integrated into professional clinical practice, organisational work unit guidelines and service policies. The role undertakes duties of a complex and varied nature with clinical decisions based on valid and reliable evidence and is recognised as a reference point for other clinicians in the team.

The role performs a majority of tasks and duties with a high degree of independence and provides independent clinical services of a complex and varied nature where principles, procedures, techniques or methods require adaptation or modification, with only occasional clinical/professional supervision. Therefore, the role exercises independent professional decision-making and judgement on a day-to-day basis and required to provide professional advocacy and clinical governance beyond routine practice.

A primary educator role develops, delivers and participates in evaluation of education and training programs within a discipline or service area within a district

A designated role as a researcher within a project contributes to, or manages part of clinical research project/s that influence processes and standards of practice for a service.

Management Stream

Management roles at Health Practitioner 4 demonstrate clinical expertise and understanding, and is responsible for the operational management of a small service / team, including alignment with and contribution to the strategic direction for the service. The role undertakes operational management responsibilities for a small service / team which require competent managerial knowledge and skills and performance of duties with a high degree of independence.

Roles at this level provide a clinical service with some operational responsibilities providing operational management of a small service / team including human resource management, financial management, and asset management and monitoring of professional standards and quality outcomes. The role focus will usually be service / facility-based.

Technical Stream

Technical roles at Health Practitioner 4 require advanced knowledge, skills, experience and leadership within their given discipline, or may provide leadership across two or more areas. The role will provide the point of reference for technical advice at a service level. Roles demonstrate expert knowledge, skills and experience in the technical domain, providing technical expertise and using expert command of specialised techniques. Roles ensure that service initiatives are integrated into technical practice, organisational work unit guidelines and service policies.


Technical roles at Health Practitioner 4 may exercise managerial responsibilities for a technical work site or multiple sites, which may include management across multiple technical disciplines and a formal role in performance appraisal and the management of staff. Roles provide technical leadership within the team or service. Roles at this level would have operational and resource management responsibility, with a leadership role in quality assessment. Roles contribute to the development of technical competence in their work unit or service and perform duties through the independent application of technical expertise to improve practices.

Role Context


Clinical Stream

• applies high-level knowledge and skills in advising other colleagues, management and other stakeholders

• develops effective professional relationships with clients, colleagues and stakeholders to inform / influence clinical outcomes and / or encourage behavioural change

• exercises independent professional judgement in problem-solving and managing clinical caseloads

• demonstrates a high level of clinical knowledge and skills

• demonstrates high-level knowledge, skills and/or clinical leadership, applied to single specialities or across two or more (multi-specialty) clinical areas or modalities

• is recognised as a reference point within the team

• uses knowledge and skills to contribute to formal research and knowledge base of the service

• applies professional clinical evidence that support continuous improvement of local service delivery

• demonstrates a broad understanding of the continuum of care and the organisational provision of multidisciplinary health service

Educator

• demonstrates a high level of educator knowledge, expertise and skill in a health practitioner practice and/or service area

• demonstrates a communication skill in disseminating professional development learning to clinical professionals

Researcher

• demonstrates knowledge, expertise and skill in research methodology applicable to a health practitioner practice and/or service area

• demonstrates a communication skill in disseminating research findings and reports to stakeholders on individual research projects


Management Stream

• demonstrates ability to provide advice regarding direction to a team operating within or across a service

• demonstrates effective communication skills to align a team and influence the culture towards a common vision, direction and ethical framework

• demonstrates recognised management abilities obtained through development activities, postgraduate education or formal qualification(s)

• demonstrates leadership, knowledge and abilities to manage a small team

Technical Stream

• Demonstrates specialised knowledge and skills in complex contemporary practice in given technical area or areas

• Applies advanced technical knowledge and skills to provide advice to colleagues, management and other stakeholders

• Demonstrates the ability to supply strategic direction to a team operating within or across a service

• Demonstrates high level management skills, especially in the areas of operational management and resource allocation operating, at either a single site or multiple sites

• Demonstrates the ability to manage a small/medium sized team

• Applies high level evidence based practice to lead service quality and improvement activities and contribute to the development of technical competence

• Demonstrates high-level communication skills to align a team and influence the culture

• Contributes to research and/or development activities of the relevant discipline or service area

Accountability

Clinical Stream

• exercises clinical judgement in providing services of a complex nature where principles, procedures, techniques or methods require expansion, adaptation or modification

• exercises independent professional judgement in decision-making and clinical management, handling an increasingly complex and varied caseload beyond that of day-to-day practice relevant to the discipline

• provides clinical advice to professional and operational supervisors and relevant service managers regarding service delivery, equipment, technology and the prioritisation and development of clinical services

• undertakes clinical governance activities within the service

• provides clinical practice supervision to staff, assistants and support staff, to ensure the maintenance of clinical standards


• monitors and reports clinical work practices and outcomes within a clinical service and initiating, planning and evaluating local service improvement activities

Educator

• assumes the primary role of designated clinical educator, including responsibilities as clinical educator for pre-entry-level clinical students or staff, and independently coordinates local clinical education programs (this is an education role)

• actively contributes to implementation of education program activities

• responsible for delivering professional development assistance and clinical practice training activities to students and staff

Researcher

• monitor and report on the application of appropriate research methodology and clinical practicality of research findings

Management Stream

• responsible for the day-to-day operational management of a small team

• responsible for the appropriate management of allocated resources in defined areas

• provides advice and direction to a small team

• provides input into strategic planning for a service

• monitors and reports on professional standards and quality outcomes from staff and / or work unit

• undertakes clinical governance activities within the service

Technical Stream

• Provides independent, high-level, specialised or generalist services of a complex and critical nature with significant scope

• Responsible for providing expert technical advice within the specific area of expertise to relevant stakeholders regarding standards and service development

• Provides advice and contributes to the strategic direction of a technical work unit

• Operational management and resource allocation responsibilities for a technical work unit or work units

• Responsible for the day to day operational management of a technical work unit or work units, including responsibility for quality assessment, performance appraisal and other operational issues, across one or more sites

• Accountable for the administration, direction and control of budget/s, assets and/or facility management


• Contributes to strategic planning for a service

• Advocates for / influences the program or service

• Leads technical governance activities for a technical discipline within a service

• Provides education and supervision to students and/or less experienced technical health practitioners within area/s of expertise, including performance management

• Leads change through quality and service improvement activities and the development of better practice

HEALTH PRACTITIONER FIVE (HP 5)

Scope and Nature of Level Clinical Stream

Clinical roles at Health Practitioner 5 demonstrates an advanced level of knowledge, skills and experience and provides clinical leadership within the team at a service level and/or

The role performs duties through the independent application of clinical expertise to improve clinical techniques and provides the reference point for other clinicians at a service level. The role influences clinical practice through the provision of professional advocacy and/or leads clinical governance systems and processes for a service

The role provides independent clinical services of a highly-complex and varied nature where principles, procedures, techniques or methods require constant adaptation or modification to address clinical requirements.

A primary educator role develops, delivers and participates in evaluation of specialised education and training programs within services. A primary educator role contributes to the strategic direction of professional development programs that contribute to enhanced clinical practice knowledge and skills across a service.

A primary researcher role leads and manages clinical research programs or a component of a major clinical research program with research outcomes influencing clinical processes and standards of clinical practice. Such a role requires relevant postgraduate research qualification and a recent history of peer reviewed publishing on complex clinical practice and / or broad professional topics (not associated with obtaining academic qualifications)

Management Stream

Management roles at Health Practitioner 5 demonstrate high-level managerial knowledge and skills to provide operational management to a medium-sized, discipline-specific or multidisciplinary professional team or multi-modality work unit with a formal role in the performance appraisal and management of staff.

The strategic focus of management roles at this level will usually be at service/team level.


Technical Stream

Technical roles at Health Practitioner level 5 have a high level of managerial responsibility across large and diverse multi-disciplinary technical teams across multiple jurisdictions. Management will be strategically-focused, across multiple jurisdictions, with accountabilities focused on leading service delivery in the given technical function. Roles provide expert technical leadership within a team or multi-disciplinary work unit.

Roles will provide expert technical services and authoritative advice and a reference point for the discipline / service (within and outside the service) at a state-wide or national level. Roles perform in an expert capacity with command of highly specialised techniques. Roles provide leadership of the discipline / service across multiple jurisdictions. The strategic focus for the role will be service based with multiple disciplines or settings.

Roles lead the integration of service initiatives into technical practice, guidelines and service policies. Responsibilities will also include integration of service delivery with professional healthcare stakeholder groups across multiple jurisdictions. Roles would be expected to contribute to the development of technical competence in the discipline/service at a state or national level and to advocate for and influence the discipline / service’s strategic direction of technical practice.

Role Context


Clinical Stream

• applies latest evidence and high-level judgement in advising and influencing senior management and other stakeholders

• demonstrates high level communication skills to align a team and influence the culture

• demonstrates specialised level of knowledge and skills in complex, contemporary, clinical practice standards

• demonstrates a specialised level of knowledge, skills and clinical leadership applied to single specialities or advanced level across two or more (multi-specialty) clinical areas or modalities

• possesses advanced clinical leadership abilities that are recognised at a service level

• uses knowledge and skills to contribute to formal research and develops the knowledge base of the service

• uses evidence-based practice to apply knowledge and skills that facilitate novel and/or critical decisions in a complex clinical caseload

• leads quality and service improvement activities

Educator


• demonstrates specialised educator knowledge, expertise and skill in a health practitioner practice and/or service area

• demonstrates a high level of communication skill in all aspects of disseminating professional development learning to clinical professionals

Researcher

• demonstrates specialised research knowledge, expertise and skill in a health practitioner practice and/or service area

• demonstrates a high level of communication skill in all aspects of research including disseminating of findings and ability to provide reports to stakeholders

Note 1 - research roles at this level would require one or more of the following mandatory qualifications: relevant postgraduate research qualification with research experience approximately equivalent to a research masters degree or higher. Such experience may be discipline specific or have a service area focus

Management Stream

• demonstrates ability to supply strategic direction to a team operating within or across a service

• demonstrates ability to manage a medium-sized team

• demonstrates high level communication skills to align a team and influence the culture towards a common vision ,direction and ethical framework

• demonstrates a high level of clinical knowledge and skills

• demonstrates advanced management knowledge and skills and advanced leadership to manage a medium-sized team

• leads quality and service improvement actitivities

Technical Stream

• Demonstrates an expert level of technical knowledge and skills

• Demonstrates high-level management skills including strategic resource allocation across large or diverse technical teams across multiple jurisdictions

• Advocates for and influences the service on matters of high importance, using negotiation and conflict management skills with relevant stakeholders

• Demonstrates high-level management knowledge and skills and leadership abilities to manage large or diverse teams across multiple jurisdictions

• Demonstrates high-level communication skills to align a service and influence the culture

• Leads and drives service quality and service improvement activities, shaping service delivery and the development of technical competence

• Leads research and / or development activities of the relevant discipline across multiple jurisdictions

Accountability


Clinical Stream

• provides independent, high-level, specialised or generalist clinical services of a complex and critical nature with significant scope

• leads change through service-wide quality and service improvement activities and the development of better practice

• provides advice to senior management, colleagues and other relevant stakeholders regarding complex professional standards and clinical service development

• leads professional governance activities for a discipline within the service

• leads clinical governance activities for the service

• provides clinical practice supervision to clinicians within area(s) of expertise, including a role in performance management

Educator

• in educator roles, assumes the roles of staff or student educator and supporting resource / coordinator of other educator staff across facilities or service

• contribute to the operational management of educator programs

• responsible for the development and implementation of education and training pertaining to clinical practices

Researcher

• in primarily research roles, will be responsible for clinical research programs and strategy within a service

• Note 2 - responsibilities for research roles may include management of a research-specific cost centre

Management Stream

• responsible for operational management and resource allocation for a medium-sized team

• accountable for the administration and control of budget/s, assets and/or facility management

• responsible for the operational and strategic management of a medium-sized team (indicative size of team dependent on scope and diversity of clinical services provided, geographic spread of service delivery and the relative number of discipline health practitioners employed at that hospital / locality)

• undertakes strategic planning for a service

• advocates for / influences the program / service

• leads professional governance activities for a discipline within the service

• leads clinical governance activities for the service

Technical Stream


• Provides authoritative advice to relevant stakeholders on matters falling within their area of technical knowledge, expertise and responsibility

• Provides highly complex technical services and adapts practices / methods to resolve issues

• Responsible for the strategic and operational management for a medium/large technical team across multiple jurisdictions

• Sets, implements and reports on strategic direction for a medium/large technical team across multiple jurisdictions

• Advocates for a service on matters of high importance to address technical and / or operational issues

• Leads technical governance activities across multiple jurisdictions

• Accountable for the administration, direction and control of assets and financial management

• Sets strategic direction for a medium / large technical team across multiple jurisdictions of a state-wide service area

• Leads and manages a medium/large technical team across multiple jurisdictions

• Has strategic planning responsibilities across multiple jurisdictions

• Exhibits leadership, advocacy and influence in the development of technical standards on a state-wide / national basis

• Leads the development of service improvement initiatives and competence in the given technical area with state-wide implications resulting in improved quantifiable outcomes across multiple jurisdictions

• Leads the delivery of services across multiple jurisdictions, driving high-level quality improvement activities.

• Demonstrates leadership in the supervision and education of staff and students

• Provides expert training and guidance to experienced technical health practitioners looking to build capacity.

• Leads the development of the technical profession and practice standards on a state-wide/ national basis or across multiple jurisdictions


HEALTH PRACTITIONER SIX (HP 6) Scope and Nature of Level

Clinical Stream

Clinical positions at Health Practitioner 6 possess an expert level of knowledge, skills, experience and clinical leadership at a state/national level. The role is accountable for state leadership of the discipline / service and is the reference point within and outside the service at a state/national level.

The role performs in a consultant capacity, providing clinical expertise and using expert command of specialised techniques and provides formal, consultant-level clinical services, required to provide authoritative clinical advice and uses expert command of specialised techniques within the given discipline / service at a state/national level.

The role will contributes to the development of professional competence in the given area at a state level and advocates / influences regarding the service's strategic direction of clinical practice

A primary educator role will be responsible for the strategic state-wide development, delivery and evaluation of a range of education and training programs in collaboration with education providers

A primary researcher role leads and manages significant clinical research programs across facilities and / or services, which will have a broad scope, diverse population groups and be multi-disciplinary. The role requires relevant postgraduate research qualification and a recent history of (1) peer reviewed publishing on complex clinical practice and / or broad professional topics (not associated with obtaining academic qualifications) and (2) successfully obtaining competitive research grants and funds

Management Stream

Management positions at Health Practitioner 6 possess an expert level of knowledge, skills, experience and provides high-level operational and strategic managerial knowledge, skills and experience. The professional management role will often be service-wide and may involve alignment across multiple specialties or settings. The role’s strategic focus will often be service-based and involve alignment across multiple specialties or settings.

Role Context


Clinical Stream

• demonstrates ability to articulate strategic direction for a service

• advocates for / influences the service generally on matters of high importance, using negotiation and conflict management skills with relevant stakeholders

• demonstrates leadership in the development of professional standards on a state-wide basis


• demonstrates high level communication skills to align a service and influence the culture

• demonstrates recognised expertise, knowledge and skills obtained through formal qualifications, postgraduate education or continuing education

• demonstrates expert level of knowledge and skills and advanced clinical leadership abilities

• demonstrates a contribution to research and knowledge in a given discipline through publication in peer-reviewed publications

• demonstrates ability to apply an expert level of clinical knowledge, skills and expertise in the given area in a strategic, state-wide capacity

• demonstrates ability to apply high-level expertise in service policies and standards toward complex problem-solving

• provides leadership on state-wide committees and may be a representative on national committees

Educator

• demonstrates expert level of educator knowledge and skills and strategic-level leadership abilities to manage a major complex educational program for a extensive service or state-wide basis

Clinical Stream

• advocates for / influences on matters of high importance to professional development learning for clinical professionals on a service area or state-wide basis.

Researcher

• demonstrates extensive post doctoral level clinical research methodology knowledge, skills and expertise in the specific area or across a variety of areas and with extensive reputation in their research agenda

• demonstrates ability to prepare complex grant applications, research methodology and disseminating finding at conferences and in peer reviewed journals

• demonstrates ability to develop relationships with Universities, professional associations, NGOs and other research organisations.

Note 1 - research roles at this level would require one or more of the following mandatory qualifications: relevant postgraduate research qualification (that is, research Masters or PhD); equivalent significant publishing history; history of success in obtaining competitive research grants; recognition as at least an Assoc Professor at Universities

Management Stream

• demonstrates high-level management skills across a large team

• demonstrates ability to articulate strategic direction for a service


• advocates for / influences the service generally on matters of high importance, using negotiation and conflict management skills with relevant stakeholders

• demonstrates leadership in the development of professional standards on a state-wide basis

• demonstrates high level communication skills to align a service and influence the culture towards a common vision ,direction and ethical framework

• demonstrates recognised expertise, knowledge and skills obtained through formal qualifications, postgraduate education or continuing education

• demonstrates high-level management knowledge and skills and leadership abilities to manage a large team

Accountability

Clinical Stream

• provides clinical services which are highly complex, where new methods are required to resolve clinical cases

• solves large-scale, complex clinical service or workflow problems through recognised expertise and high-level interpretation of existing health service systems, professional standards and other considerations

• provides authoritative counsel, in matters relating to clinical area/s of expertise, to stakeholders both within and outside the discipline

• exhibits leadership and advocacy / influence in the development of professional competence in a clinical area on a state-wide basis

• demonstrates leadership in the clinical practice supervision and education of staff and students and provides expert training and guidance to experienced clinicians looking to build capability

• leads the development of the profession and practice standards on a state-wide basis

• leads professional governance activities across a service for a health practitioner discipline

• leads clinical governance activities across a service

Educator

• in primary educator roles, assumes area or state-wide responsibilities for staff or student education and leads the development of education and training initiatives within a discipline or service

Researcher

• in primary research roles, is responsible for clinical research programs and strategy across facilities and/or services

Management Stream


• responsible for all aspects of strategic and operational management of the given jurisdiction

• accountable for the administration, direction and control of the asset management and financial management

• sets, implements and reports on strategic direction for a large team

• provides authoritative counsel to stakeholders

• provides strategic planning at a service level

• leads professional governance activities across a service for a health practitioner discipline

• leads clinical governance activities across a service


HEALTH PRACTITIONER SEVEN (HP 7)


Clinical Stream

Clinical positions at Health Practitioner 7 demonstrates an expert level of knowledge, skills and experience and provides strategic, professional, clinical leadership in a tertiary referral hospital, over multiple services or for multiple disciplines or within the discipline, for complex services which would be recognised either nationally or internationally. The role is accountable for state leadership of the discipline / service and is the reference point within and outside the service nationally and internationally.

The role performs in a strategic consulting capacity, providing clinical expertise and using expert command of specialised techniques and provides formal, consultant-level clinical services, required to provide authoritative clinical advice and uses expert command of specialised techniques within the given discipline / service on a national/international level.

The position is integral to the development of professional competence in the given area on a state-wide basis (and nationally) and leads the review, development and implementation of policy / procedures / standards for major complex services.

A primary educator role provides strategic leadership in the state-wide development of staff and student education and training programs across a range of professions / clinical areas / sectors

A primary researcher role leads significant clinical research programs with research outcomes being implemented as standard clinical processes. The research will be multi-disciplinary of critical clinical importance across diverse population groups and/or services and requires relevant postgraduate research qualifications and a recent extensive history in (1) publishing on significant clinical practice initiatives and professional topics (not associated with obtaining academic qualifications) in peer reviewed publications and (2) extensive record of obtaining competitive research multi-year grants and funds

Management Stream

Management positions at Health Practitioner 7 demonstrates an expert level of knowledge, skills and experience and high-level strategic, managerial knowledge, skills and experience for major complex services. The role manages a large team providing a major, complex service at a tertiary referral hospital or multiple hospitals / facilities and is a member on, or has significant engagement with the Executive to inform decision-making.

The role’s the strategic focus of the role is significant within a service and required to advocate strategically for a discipline or group of disciplines at a statewide level. The role leads the review, development and implementation of policy / procedures / standards for major complex services.


Clinical Stream


Demonstrates recognised expertise, knowledge and skills obtained through formal qualifications, postgraduate education or continuing education and the ability to apply an expert level of clinical knowledge, skills and expertise in the given area in a strategic, statewide capacity.

Demonstrates expert knowledge and skills and strategic-level leadership abilities to manage a major complex service. Demonstrates ability to apply high-level expertise in service policies and standards toward complex problem-solving and challenge existing service protocols and leads the development of new state-level policy.

Demonstrates high-level leadership in the development of professional standards in the given clinical area on a statewide basis and the ability to advocate for a professional discipline on state matters of high importance in a given, using high-level negotiation and conflict management. Role provides leadership on statewide committees and may be a representative on national committees. Demonstrates a contribution to research and knowledge in a given discipline through publication in peer-reviewed publications.

A primary educator role demonstrates expert level of educator knowledge and skills and strategic-level leadership abilities to manage a major complex educational program for an extensive service or state-wide basis. The educator performs the role of strategic-level professional development learning advocate on professional development learning for across a professional discipline/s or service on a statewide basis.

A primary researcher role demonstrates extensive post doctoral level clinical research methodology knowledge, skills and expertise in the specific area or across a variety of areas and with extensive international reputation in their research agenda. The role is required to develop effective partnerships with Universities, professional associations, NGOs and other research organisations.

Note 1 - research positions at this level would require one or more of the following mandatory qualifications: relevant postgraduate research qualification (that is, research Masters or PhD); equivalent significant publishing history; history of success in obtaining competitive research grants

Role Context

Management Stream

Demonstrates strategic-level, professional management skills across large, diverse and / or complex professional teams or disciplines, which may have statewide operation, of significant importance and the ability to supply strategic direction to a large professional team operating at a tertiary referral hospital; or over multiple sites and services.

Demonstrates expert knowledge and skills and strategic-level leadership abilities to manage a major complex service and ability to advocate for a discipline on matters of high importance in a given area across the state. Demonstrates ability to challenge existing service protocols and leads the development of new state-level policy.

Demonstrates ability to advocate for professional discipline on state matters of high importance in given area, using high-level negotiation and conflict management.


Demonstrates high-level leadership in the development of professional standards in the given clinical area on a statewide basis.

Accountability

• solves large-scale, complex, clinical service or work-flow problems through recognised expertise, high-level interpretation of existing health service systems, professional standards and other pertinent external considerations

• provides authoritative, statewide counsel, in matters relating to area of expertise, to stakeholders both within and outside the discipline, service and the health sector

• provides strategic leadership and direction in the development of professional competence in the given professional clinical area on a statewide basis

• provides expert training and guidance to more-experienced clinicians looking to build specialised capability in their given professional clinical area

• leads professional governance for a health practitioner discipline within a service and influences the direction of professional governance

• leads health practitioner clinical governance within a service and influences the direction of clinical governance

Educator

• in educator roles, assumes statewide responsibilities for staff or student education and leads the development of education and training initiatives within the service

Researcher

• in research roles, is responsible for clinical research programs or strategies

Management Stream

• responsible for all aspects of strategic and operational management of the given jurisdiction

• accountable for the administration, direction and control of the asset management and financial management

• accountable for all initiatives undertaken, including its flow-on implications

• accountable for all professional counsel provided to relevant stakeholders

• has strategic planning responsibilities across multiple sites and services at a service or state level

• leads professional governance for a health practitioner discipline within a service and influences the direction of professional governance

• leads health practitioner clinical governance within a service and influences the direction of clinical governance


HEALTH PRACTITIONER EIGHT (HP 8) Scope and Nature of Level

Management positions at Health Practitioner 8 demonstrate an expert level of clinical expertise in the given area and provides authoritative advice on relevant professional standards.

Positions at this level will perform a range of high level responsibilities which may include:

• creating a strategic-level framework and directing the development of professional competence within a discipline area and relevant multidisciplinary services on a statewide basis

• establishing frameworks for the advancement and integration of disciplines to support the delivery of quality statewide health services within relevant governmental and national directions

• managing a large professional discipline or multi-disciplinary workforce strategically, providing health services statewide

• being a representative on an executive management team

• providing strategic leadership and authoritative advice in the future statewide and national development of the discipline/s, developing formal, long-term plans to ensure ongoing, high-quality standards of performance, safety, patient care and interservice coordination

The role contributes actively to overall corporate strategy and creating health service initiatives to achieve health outcomes and, in so doing, challenges existing protocols and initiates and leads policy changes. The role is a key driver facilitating high-quality, statewide standards of performance, safety, patient care and interservice coordination in its given discipline or multidisciplinary workforce area.

The Director-General will determine the salary level for appointment to the HP8 classification level having regard for the context of the position and the responsibilities required. the Director-General will determine the salary level for appointment to the HP8 classification level, having regard for the context of the role and the responsibilities required.

Role Context


• demonstrates an expert level of clinical knowledge, skills and expertise in the given disciplines or multidisciplinary workforce area

• demonstrates strategic-level management skills across the operation of a large professional discipline or multidisciplinary workforce, including strategic alignment of direction with relevant government and national health policies


• applies expert level of clinical knowledge and skill in a strategic, statewide capacity over multiple sites and disciplines

• formally recognised as a nationwide expert, providing authoritative advice on the statewide future development of the professional discipline/s plus the capacity to predict and role the service to meet future challenges

• demonstrates ability to apply high-level expertise to develop service policies and standards that enhance clinical practice and achieve better health outcomes

• demonstrates ability to initiate and lead the development of service strategy, advocating authoritatively on a statewide, national or international basis

Accountability

• is responsible for all aspects of management of the given jurisdiction

• is accountable fully for the administration, direction and control of the asset and financial management

• is expected to have significant managerial control and accountability of people and resources in all aspects of a very large and diverse service

• has highly-specialised, managerial capabilities to manage a large professional discipline or multidisciplinary workforce providing health services in a large tertiary facility, across multiple sites / settings or multiple specialty areas / divisions of a statewide-oriented service

• demonstrates strategic leadership in the statewide future development of the professional discipline/s, providing formal plans to ensure ongoing high-quality standards of performance, safety, patient care and interservice coordination

• demonstrates professional leadership through harnessing knowledge to contribute to the development of the discipline or a multidisciplinary service, including incorporating evidence-based initiatives into clinical practice

• is accountable fully for developing and implementing initiatives to achieve corporate goals, including their flow-on implications

• is accountable fully for input into corporate policy and all other professional counsel provided to interested stakeholders

• includes responsibility for operational matters (such as facilitating staff development and performance appraisal) and leadership in people management

• leads professional governance for a health practitioner discipline within a large tertiary facility and provides the direction of professional governance

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