Conargo
Shire
Council
Policy
Salary
System
Policy
Policy 6.8
Salary System Policy
Version: 1.5
Date
Version No
2009
1
July 2011
1.5
Minute No
Conargo Shire Council
TABLE OF CONTENTS
TABLE OF CONTENTS ............................................................................................................................. 2
DOCUMENT CONTROL .......................................................................................................................... 4
REVISIONS ............................................................................................................................................... 4
1.
POSITION EVALUATION............................................................................................................... 6
BACKGROUND ...................................................................................................................................... 6
BANDS & LEVELS IN THE SALARY SYSTEM ................................................................................. 6
THE EVALUATION PROCESS ........................................................................................................... 14
2.
SALARY SYSTEM ADOPTED GRADES AND PAY RATES ......................................................... 16
3.
TRAINING AND SKILLS CRITERIA ............................................................................................. 18
CORE UNITS......................................................................................................................................... 18
OPTIONAL UNITS ............................................................................................................................... 19
SUPERVISORY UNITS ........................................................................................................................ 19
GRADER FINISHER UNITS ................................................................................................................ 20
MOTOR MECHANIC UNITS ............................................................................................................... 20
CARPENTER ......................................................................................................................................... 20
BAND 1 LEVEL 3 ................................................................................................................................ 21
BAND 1 LEVEL 4 ................................................................................................................................ 22
BAND 2 LEVEL 1 ................................................................................................................................ 23
BAND 2 LEVEL 2 ................................................................................................................................ 24
4.
SALARY SYSTEM - OPERATING PROCEDURES ....................................................................... 25
OBJECTIVES ........................................................................................................................................ 25
THE SALARY STRUCTURE ............................................................................................................... 25
APPOINTMENT AND PLACEMENT OF NEW EMPLOYEES ......................................................... 25
PRESENT OCCUPANT ........................................................................................................................ 25
SALARY SYSTEM PROGRESSION ................................................................................................... 26
SKILLS AND PERFORMANCE ASSESSMENT................................................................................. 26
CIRCUMSTANCES WHERE SALARY PROGRESSION MAY BE WITHHELD ............................. 27
RIGHT OF APPEAL .............................................................................................................................. 28
TRAINING AND DEVELOPMENT ..................................................................................................... 29
POSITION EVALUATION ................................................................................................................... 29
RELIEVING IN A HIGHER GRADED POSITION ............................................................................. 30
5.
SKILLS AND PERFORMANCE ASSESSMENT ............................................................................. 31
INTRODUCTION .................................................................................................................................. 31
PART A - THE POSITION .................................................................................................................... 35
PART B - MANAGEMENT/ORGANISATION AND IMPROVEMENT PROCESSES ..................... 39
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 2
Conargo Shire Council
PART C - PERFORMANCE REVIEW FACTORS AND WORK PLAN............................................. 40
C1 – GENERAL WORK BEHAVIOURS ............................................................................................. 40
C2 - SUPERVISORY WORK BEHAVIOURS ..................................................................................... 47
WORK PLAN ........................................................................................................................................ 48
PART D – SKILLS ASSESSMENT AND TRAINING AND DEVELOPMENT PLAN ..................... 49
TRAINING AND DEVELOPMENT PLAN.......................................................................................... 49
PART E – REVIEW SUMMARY (SECTION 1) .................................................................................. 51
PART E – REVIEW SUMMARY (SECTION 2) .................................................................................. 52
APPENDIX ............................................................................................................................................ 53
APPENDIX A - SKILL DESCRIPTORS............................................................................................... 53
APPENDIX B - JOB DESCRIPTIONS ................................................................................................. 53
APPENDIX A – SKILL DESCRIPTOR CHECKLIST
APPENDIX B – JOB DESCRIPTIONS
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 3
Conargo Shire Council
DOCUMENT CONTROL
Controlled copies of this Salary System are listed in the table below.
Controlled
Copy No
Holder of copy
Organisation
Electronic
1
H:\ Conargo Shire Salary System\ Conargo
Shire Salary System
Conargo Shire Council
2
Printed
3
4
5
6
7
8
9
REVISIONS
Authorised revisions will be issued to all holders of controlled copies of this
Salary System. The holder is to correctly file the revision and note it in the
table below.
Revision
(Issue No. / Details)
Page(s)
Revised
Date
Issued
Date
Entered
Entere
d
By
1 / State Award Wage Increase
Page 14
1/11/2009
15/12/2009
DK
2 / Administration Staff Grades and
Added extra page
23/12/2009
23/12/2009
DK
Pay Rates
after Page 14
3 / Added Band 2 Level 2 Grade 8
Added extra page
1/12/2010
1/12/2010
DK
Training descriptors
after Page 21
3 / Added Plant Foreman Skill
Added
1/12/2010
1/12/2010
DK
Descriptors to Appendix A
pages
extra
11
after Page
117
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 4
Conargo Shire Council
Revision
(Issue No. / Details)
Page(s)
Revised
Date
Issued
Date
Entered
Entered
By
4 / State Award Wage Increase
Page 15 & Page 16
1/11/2010
16/03/2011
DK
5. / Added Job Description for Plant
Added extra pages
17/6/2011
17/6/2011
DK
Operator (Stabilser) to Appendix B
in Appendix A &
and Skill Descriptors to Appendix A
Appendix B
5. / Added Stabilser to the Salary
Page 15
17/6/2011
17/6/2011
DK
7/9/2011
DK
System Adopted Grades and Pay
Rates
6. / Added Overseer B2L3 to the
Page 16 & 17
Salary System Adopted Grades and
Pay Rates and updated the rates to
for July 2011 increases.
7 / State Award Wage Increase and
Page 16 & Page 17
1/7/2012
4/01/2013
DK
8 / State Award Wage Increase
Page 16 & Page 17
1/7/2013
4/7/2013
KJ
9 / State Award Wage Increase
Page 16 & Page 17
1/7/2014
10/9/2014
DK
added Grade 10 and Grade 11
Administrative Stream
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 5
Conargo Shire Council
1. POSITION EVALUATION
BACKGROUND
The information booklet called “Structure of the New Award” was used as
the basis for the Position Evaluation System. This information booklet was
developed by the Shires Association and Unions.
This booklet lists six key skill descriptors, being:
1) Authority and accountability
2) Judgement and problem solving
3) Specialist knowledge and skills
4) Management skills
5) Interpersonal skills
6) Qualifications and experience
After consideration of the skill descriptors there have been four Bands
created, being:
i. Operational
ii. Administrative/Technical Trades
iii. Professional/Specialist
iv. Executive
BANDS & LEVELS IN THE SALARY SYSTEM
The above Bands have a number of levels which are determined by skills.
These Bands and Levels are defined according to the following skill
descriptors:
(i) Operational Band 1, Level 1
Authority and accountability: Completion of basic tasks with work closely
monitored by the team leader or supervisor.
Judgement and problem solving: Judgement is limited and coordinated
by other workers.
Specialist knowledge and skills: Specialist knowledge and skills are
obtained through on-the-job training and council-based induction training.
Off-the-job training may lead to trade, technical or professional
qualifications.
Management skills: Not required.
Interpersonal skills: Limited to communications with other staff and
possibly, with the public.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Qualifications and experience: Completion of School Certificate or the
Higher School Certificate may be sought. Completion of an appropriate
labour market program or similar short-term work / skills experience is
desirable.
(ii) Operational Band 1, Level 2
Authority and accountability: Responsible for completion of basic tasks
with individual guidance or in a team.
Judgement and problem solving: Applies standard procedures with
normally few if any options in the application of skills.
Specialist knowledge and skills: Job specific skills and knowledge would
normally be gained through on-the-job training and experience. Short
courses may be completed at TAFE.
Management skills: Not required.
Interpersonal skills: Frequent communication with other staff and/or the
public common but normally at a routine level.
Qualifications and experience: Incumbents may have attended short
courses in specific work areas or be undertaking a technical college
certificate as completion of structured training program in work-related
area.
(iii) Operational Band 1, Level 3
Authority and accountability: Responsible for completion of regularly
occurring tasks with general guidance on a daily basis.
Judgement and problem solving: Judgement is required to follow
predetermined procedures where a choice between more than two options
are present.
Specialist knowledge and skills: Application of skills, including machineoperation skills, following training "on the job" or accredited external
training over a number of months.
Management skills: Some guidance/supervision may be required. May
assist a co-coordinator / trainer with on-the-job training.
Interpersonal skills: Skills required for exchange of information on
straightforward matters.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Qualifications and experience: Suitable experience or qualifications in a
number of defined skill areas.
(iv) Operational Band 1, Level 4
Authority and accountability: Responsible for supervising staff in
operational duties or for work requiring independence in the application
of skills, subject to routine supervision. Responsible for quality of work
function.
Judgement and problem solving: Option on how to approach tasks
requires interpretation of problems and may involve precise judgement in
operational areas.
Specialist knowledge and skills: The number of work areas in which the
position operates makes the work complicated and a variety of skills are
required in its completion. Position may require competence in operation
of complex machinery.
Management skills: Supervisory skills in the communication
instructions, training and the checking of work may be required.
of
Interpersonal skills: Skills are required to convince and explain specific
points of view or information to others and to reconcile differences
between parties.
Qualifications and Experience: Experience to adapt procedures to suit
situations and a thorough knowledge of the most complex operational
work procedures to achieve work objectives.
(v) Administrative / Technical / Trades Band 2, Level 1
Authority and accountability: Responsible for the completion of work
requiring the application of trades, administrative or technical skills.
Judgement and problem solving: Skills in assessing situations and in
determining processes, tools and solutions to problems. Guidance is
available.
Specialist knowledge and skills: Positions will have demonstrated
competence in a number of key skill areas related to major elements of
the job.
Management skills: Positions may require skills in the supervision or coordination of small groups.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Interpersonal skills: Communication skills to explain situations or advise
others.
Qualifications and experience: Appropriate work-related trade, technical
or administrative qualifications or specialist skills training.
(vi) Administrative / Technical / Trades Band 2, Level 2
Authority and accountability: Responsibility as a trainer/co-coordinator
for the operation of a small section which uses staff and other resources,
or the position completes tasks requiring specialised technical /
administrative skills.
Judgement and problem solving: Skills to solve problems which require
assessment of options with freedom within procedural limits in changing
the way work is done or in the delegation of work. Assistance may be
readily available from others in solving problems.
Specialist knowledge and skills: Positions will have specialised knowledge
in a number of advanced skill areas relating to the more complex elements
of the job.
Management skills: May require skills in supervising a team of staff, to
motivate and monitor performance against work outcomes.
Interpersonal skills: In addition to interpersonal skills in managing others,
the position may involve explaining issues/policy to the public or others
and reconcile different points of view.
Qualifications and experience: Thorough working knowledge and
experience of all work procedures for the application of technical / trades
or administrative skills, based upon suitable certificate or post certificatelevel qualifications.
(vii) Administrative / Technical / Trades Band 2, Level 3
Authority and accountability: May be responsible to provide a specialised
/ technical service and to complete work which has some elements of
complexity. Make recommendations within council and represent council
to the public or other organisations.
Judgement and problem solving: Problem solving and judgements are
made where there is a lack of definition requiring analysis of a number of
options. Typical judgements may require variation of work priorities and
approaches.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Specialist knowledge and skills: Positions have advanced knowledge and
skills in a number of areas where analysis of complex options is involved.
Management skills: May supervise groups of operational and / or other
administrative / trades / technical employees. Employees supervised may
be in a number of different work areas, requiring motivation, monitoring
and co-ordination to achieve specific outputs.
Interpersonal skills: Skills to communicate with subordinate staff and the
public and/or negotiation / persuasive skills to resolve disputes with staff
or the public.
Qualifications and experience: An advanced certificate, associate
diploma, appropriate in-house training or equivalent combined with
extensive experience in the application of skills in the most complex areas
of the job.
(viii) Professional / Specialist Band 3, Level 1
11
Authority and accountability: Provides specialised / technical services to
complete assignments or projects in consultation with other professional
staff. May work with a team of technical or administrative employees
requiring the review and approval of more complex elements of the work
performed by others.
Judgement and problem solving: Problems require assessment of a range
of options having elements of complexity in reaching decisions and making
recommendations. Precedent is available from sources within the council,
and assistance is usually available from other professional / specialist staff
in the work area.
Specialist knowledge and skills: Positions require considerable knowledge
in a specific area with a sufficient level of skills and knowledge to resolve
issues having elements of complexity that may not be clearly defined.
Management skills: Positions at this entry level to the Professional /
Specialist Band are not required to possess management skills.
Interpersonal skills: Persuasive skills are required to participate in
technical discussions to resolve problems, explain policy and reconcile
viewpoints.
Qualifications and experience: Professional / specialist positions require
professional qualifications to apply theoretical knowledge to practical
situations.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
(ix) Professional / Specialist Band 3, Level 2
Authority and accountability: Provides a specialised/technical service in
the completion of work and / or projects which have elements of
complexity (composed of many parts that may be more conceptual than
definite).
Judgement and problem solving: Positions require the interpretation of
information and development of suitable procedures to achieve agreed
outcomes. Problem solving and decision making require analysis of data to
reach decisions and / or determine progress.
Specialist knowledge and skills: Experience in the application of
technical concepts and practices requiring additional training are required
at this level.
Management skills: May manage a number of projects involving people
and other resources requiring project control and monitoring as well as
motivation and co-ordination skills.
Interpersonal skills: Interpersonal skills in leading and motivating staff in
different teams / locations may be required, as well as persuasive skills to
resolve problems or provide specialised advice.
Qualifications and experience: Positions at this level would have
supplemented base level professional qualifications with additional skills
training. Considerable practical experience or skills training would be
required to effectively control key elements of the job.
(x) Professional / Specialist Band 3, Level 3
Authority and accountability: Provides a professional advisory role to
people within or outside council. Such advice may commit the council and
have significant impact upon external parties dealing with council. The
position may manage several major projects or sections within a
department of the council.
Judgement and problem solving: Positions have a high level of
independence in solving problems and using judgement. Problems can be
multi-faceted requiring detailed analysis of available options to solve
operational, technical or service problems.
Specialist knowledge and skills: The skills and knowledge to resolve
problems where a number of complex alternatives need to be addressed.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Management skills: May be required to manage staff, resolve operational
problems and participate in a management team to resolve key problems.
Interpersonal skills: Interpersonal skills in leading and motivating staff
may be required. Persuasive skills are used in seeking agreement and
discussing issues to resolve problems with people at all levels.
Communication skills are required to enable provision of key advice both
within and outside council and to liaise with external bodies.
Qualifications and experience: Tertiary qualifications combined with a
high level of practical experience and an in-depth knowledge of work.
(xi) Professional / Specialist Band 3, Level 4
Authority and accountability: Accountable for the effective management
of major sections or projects within their area of expertise. As a
specialist, advice would be provided to executive level and to council on
major areas of policy or on key issues of significance to the organisation.
The position's influence would have an important role in the overall
performance of the function.
Judgement and problem solving: Positions would determine the
framework for problem solving or set strategic plans with minimal review
by senior management. At this level, the position may represent senior
management or council in the resolution of problems. The oversight of
problem solving and assessment of the quality of judgements made by less
qualified staff will apply at this level.
Specialist knowledge and skills: Positions require knowledge and skills for
the direction and control of a key function of council or major functions
within a department. Positions require expert knowledge and skills
involving elements of creativity and innovation in addressing and resolving
major issues.
Management skills: Positions may direct professional or other staff in the
planning, implementation and review of major programs, as well as
participating as a key member of a functional team.
Interpersonal skills: Interpersonal skills in leading and motivating staff
will be required at this level. Positions require the ability to negotiate on
important matters with a high degree of independence. Positions are
required to liaise with the public and external groups and organisations.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
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Conargo Shire Council
Qualifications and experience: Specialist tertiary qualifications in an
appropriate field of study combined with extensive practical experience in
all relevant areas in order to plan, develop and control major elements of
work.
(xii) Executive Band 4
Authority and accountability: Accountable for the direction and control
of council or a department or the like. Influence and commit council or a
department or the like to long-term strategic directions. Lead policy
development and implementation.
Judgement and problem solving: Positions solve problems through
analytic reasoning and integration of wide-ranging and complex
information, and have a high level of independence in determining
direction and approach to issues.
Specialist knowledge and skills: The position requires the application of a
range of specialist knowledge and skills, including relevant legislation and
policies and other areas of precedent. Ability to provide authoritative
advice to council.
Management skills: Application of corporate management skills in a
diverse organisation to establish goals and objectives. Manage and control
staff, budgets and work programs or major projects of council or a
department or the like utilising leadership, evaluation and monitoring
skills to facilitate achievement of objectives. Ability to generate
innovative approaches to more effectively deploy resources, meet
changing circumstances and improve service to the council's clients.
Interpersonal skills: Positions use persuasive skills with external parties
on major items of critical importance to council. They motivate managers
and staff at all levels by leading and influencing others to achieve complex
objectives. They influence the development of the council.
Qualifications and experience: Positions will have a relevant degree or
equivalent and management experience, combined with accredited
management qualifications.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 13
Conargo Shire Council
THE EVALUATION PROCESS
After banding and leveling of Conargo Shire Council’s existing positions,
utilising the above information and seeking staff comment, the following
has been adopted for outside staff.
Band 1 Level 2
Band 1 Level 3
Band 1 Level 4
Bank 2 Level 1
Band 2 Level 2
Grade
Grade
Grade
Grade
Grade
1
2 to 4
5 to 6
7
8 to 9
Refer Section 2 “Salary System Adopted Grades and Pay Rates”
The grade shows that some positions, within the same Band and Level,
require more skills than other positions. Example a dozer driver is the
same Band and Level as a Backhoe (Bl L3) but requires additional skills
therefore that position is B1 L3 but grade 4 where B1 L3 commences at
Grade 2.
For re-evaluation of existing positions or for newly created positions a
similar process should be followed.
To consistently evaluate positions, the first step is to gain an
understanding of the position to be evaluated. This may be provided
through a position description and other associated job documentation
and/or may also include personal input by the position holder’s supervisor
and the position holder.
When seeking personal input be careful of the potential effect a strong, or
weak, advocate may have on your perception of the position.
The benchmarks provided by previous evaluations should be used to ensure
consistency in applying the process.
The Structure of the new award also advised of typical positions within
each Band and Level.
The second
below:
(i)
(ii)
(iii)
(iv)
step is to determine which band the position will fit into as
Operational
Administrative/Technical Trades
Professional/Specialist
Executive
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 14
Conargo Shire Council
Then the position needs to be matched to the skill descriptors for the
appropriate band and level.
The recommended evaluation position should then be referred to the
Consultative Committee for endorsement and/or amendment.
Finally the General Manager should approve the job evaluation.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 15
Conargo Shire Council
2. SALARY SYSTEM ADOPTED GRADES AND PAY RATES
These rates will be updated in July each year in line with award increase % set by the Local Government State Award.
OPERATIONAL STAFF
BAND
LEVEL
GRADE
B1 L2
Labourer
B1 L3
Plant Operators / Truck HR
B1 L3
B1 L3
Patching Truck & Backhoe
Plant Operator(Grader &
Stabiliser)
ENTRY
LEVEL
AWARD
GRADE
ENTRY
LEVEL
CONARGO
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
$770.50
1
$770.50
$798.24
$825.98
$853.71
$881.45
$909.19
826.40
$826.40
2
3
$826.40
$856.15
$856.15
$886.97
$885.90
$917.79
$915.65
$948.61
$945.40
$979.44
$975.15
$1,010.26
$826.40
4
$885.90
$917.79
$949.69
$981.58
$1,013.47
$1,045.36
B1 L4
Large Truck & Trailer, Dozer
Operator, Team Leader
$915.10
5
$915.10
$948.04
$980.99
$1,013.93
$1,046.87
$1,079.82
B1 L4
Plant Operator (Grader Finisher
& Project Officer)
$915.10
6
$948.04
$982.17
$1,016.30
$1,050.43
$1,084.56
$1,118.69
B2 L1
Plant Mechanic & Maintenance
Person / Carpenter(Qualified)
$905.00
7
$948.04
$982.17
$1,016.30
$1,050.43
$1,084.56
$1,118.69
B2 L2
Plant Foreman
$1,037.70
8
$1,037.70
$1,075.06
$1,112.41
$1,149.77
$1,187.13
$1,224.49
B2 L2
Overseer
Overseer (Plant / Public Works
Supervisor and Roads
Supervisor)
$1,037.70
9
$1,075.06
$1,113.76
$1,152.46
$1,191.16
$1,229.87
$1,268.57
$1,242.00
10
$1,242.00
$1,286.71
$1,331.42
$1,376.14
$1,420.85
$1,465.56
B2 L3
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 16
Conargo Shire Council
ADMINISTRATIVE STAFF
1. These tables are current as 1st July 2013
BAND
LEVEL
GRADE
ENTRY
LEVEL
AWARD
GRADE
ENTRY
LEVEL
CONARGO
B2 L1
Administrative & Technical
$905.00
1
$905.00
$937.58
B2 L2
B2 L2
Administrative & Technical
Administrative & Technical
$1,037.70
$1,037.70
2
3
$1,037.70
$1,075.06
B2 L3
Administrative & Technical
$1,242.00
4
B3 L1
Professional & Specialist
$1,037.70
B3 L2
Professional & Specialist
B3 L3
STEP 3
STEP 4
STEP 5
$970.16
$1,002.74
$1,035.32
$1,067.90
$1,075.06
$1,113.76
$1,112.41
$1,152.46
$1,149.77
$1,191.16
$1,187.13
$1,229.87
$1,224.49
$1,268.57
$1,242.00
$1,286.71
$1,331.42
$1,376.14
$1,420.85
$1,465.56
5
$1,037.70
$1,075.06
$1,112.41
$1,149.77
$1,187.13
$1,224.49
$1,242.00
6
$1,242.00
$1,286.71
$1,331.42
$1,376.14
$1,420.85
$1,465.56
Professional & Specialist
$1,446.30
7
$1,446.30
$1,498.37
$1,550.43
$1,602.50
$1,654.57
$1,706.63
B3 L3
Professional & Specialist
$1,446.30
8
$1,590.93
$1,648.20
$1,705.48
$1,762.75
$1,820.02
$1,877.30
B4 L1
Executive Band
$1,650.80
9
$1,650.80
$1,710.23
$1,769.66
$1,829.09
$1,888.52
$1,947.94
B4 L2
Executive Band
$2,059.90
10
$2,059.90
$2,134.06
$2,208.21
$2,282.37
$2,356.53
$2,430.68
B4 L3
Executive Band
$2,570.80
11
$2,570.80
$2,663.35
$2,755.90
$2,848.45
$2,941.00
$3,033.54
2.
STEP 1
No allowances are included in the above rates
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 17
STEP 2
Conargo Shire Council
3. TRAINING AND SKILLS CRITERIA
The Consultative Committee has adopted the following core and optional
units for various positions. These courses can be altered by agreement.
CORE UNITS
No
.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
TRAINING COURSE
COMPETENT
First Aid Certificate
RTA Traffic Control Tickets – blue & yellow
Manual Handling Course
Follow Defined OHS Policies and
Procedures. To complete first year if not
skilled in that unit
Work with others in Local Government
Chainsaw Operations
Control Traffic at a worksite
Organise and complete daily work
activities
Complete plant sheets, timesheets, fuel
sheets and other forms correctly
Complete Leave Application forms
correctly
Knowledge of Council’s Works Program
Use of small plant and equipment
Motor Grader Operator
Chainsaw Operations
Roadside Vegetation Management
Knowledge of Conargo Council Policies and
Procedures
White Card – OHS
TAFE/In House
In House
TAFE/In House
LGACORE 102B
Policy No: 6.8
Date Reviewed: August 2015
LGACORE 105B
Level 1 - TAFE
LGAWORK 201A
Council
Council
Council
Council
BCCCM 2002B
External
Level 2 - TAFE
External
Council
TAFE
Ver 1.5
Page 18
Conargo Shire Council
OPTIONAL UNITS
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
TRAINING COURSE
Perform weed control duties
Work effectively in Local Government
Provide service to Local Government
Customers
Promote and maintain positive employee
relations
Implement effective communication
techniques
Roadside Vegetation Management
Certificate II – Civil Construction
Certificate III – Civil Construction
Certificate IV Workplace Assessment and
Training
Defence Truck Course
Dogman Certificate
Operate and Maintain Equipment
Smarttrain Chemical Application
Bonded Asbestos Removal
Safety Checking Electrical Appliances
Caterpillar Equipment Training Level 1
Caterpillar Equipment Training Level 2
COMPETENT
LGAEHRA 304A
LGACORE 104B
LGACORE 103B
LGAGOVA 413B
LGACOMP 009A
External
External
External
External
External
External
Council
TAFE
TAFE
TAFE
Westrac
Westrac
SUPERVISORY UNITS
No. TRAINING COURSE
1
Provide team leadership
2
Develop, implement and reviews policies
and procedures
3
Manage a Local Government Project
4
Apply conflict resolution strategies
5
Provide quality and timely advice to
council
6
Prepare a budget
7
Certificate four (4) in Local Government
8
Manage Finances within Budget
9
Traffic Controller - Orange Card
10 Read and interpret plans and specifications
11 Carry out measurements and calculations
Policy No: 6.8
Date Reviewed: August 2015
COMPETENT
LGACOMP 026A
LGACOMP 603B
LGACOMP 025A
LGACOMP 008A
LGACORE 501B
LGACOMP 503B
LGACOMP 407B
TAFE/Council
BCCCM 2003B
BCCM 1004B
Ver 1.5
Page 19
Conargo Shire Council
GRADER FINISHER UNITS
No.
1
2
3
4
5
6
7
TRAINING COURSE
Grader – In charge construction
Conduct grader operations
Conduct road pavement construction
Indentify, locate and protect underground
services
Provide team leadership
Traffic Controller – Red Card
Caterpillar Equipment Training Level 3
COMPETENT
Council
BCCP0 3006B
BCCRC 3007B
BCCCM 2014B
LGACOMP 026A
TAFE/Council
Westrac
MOTOR MECHANIC UNITS
No. TRAINING COURSE
1
2
3
4
5
6
7
8
Caterpillar dealer service training
RTA heavy vehicle authorised inspection
stations
Computer training
Forklift Drivers Certificate
Fleet Management
Airconditioning
Auto Electrics
Welding
COMPETENT OR
PROVIDER
External
RTA
TAFE
Licence
External
External
External
External
CARPENTER
No.
1
2
3
4
5
TRAINING COURSE
Playground inspection
Safety checking electrical appliances
Computer Data Input
Read and Interpret Plans & Specifications
General Plumbing Experience
Policy No: 6.8
Date Reviewed: August 2015
COMPETENT
BCCCM2003B
Ver 1.5
Page 20
Conargo Shire Council
The Consultative Committee has adopted the following steps to ensure
salary progression. It should be noted that both the training and the
application of the skills is important in assessing the salary increases.
BAND 1 LEVEL 3
Plant Operator/Truck HR Patching Truck & Backhoe & Plant Operator
Grader
Grade 2, 3 and 4
Entry Level (Essential)
Refer position description for essential skills
Step 1
Minimum two core units
Minimum one optional unit
Proficient in plant use
At least one year in plant operation
Step 2
Minimum two core units
Minimum one optional unit
Proficient in plant use
Step 3
Three core units
Two optional units
Proficient in plant use
Step 4
Three core units
Two optional units
High performance in plant operation
Step 5
Two core units
One optional unit
High performance in plant use
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 21
Conargo Shire Council
BAND 1 LEVEL 4
Large Truck and Trailer, Dozer, Team Leader, Plant Operator Finisher
Grade 5 and 6
Entry Level (Essential)
Refer position description for essential skills
Step 1
Minimum two core units
Minimum one optional unit
Minimum two supervisory units
Minimum one grader finisher (grader position only)
Proficient in operation
At least one year operation in plant use applicable to this Band and Level
Step 2
Minimum two core units
Minimum one optional unit
Minimum one supervisory unit
Minimum one grader finisher (grader position only)
Proficient in plant use or as a team leader
Step 3
Three core units
Two optional units
Two supervisory units
One grader finisher (grader position only)
Proficient in plant use or as a team leader
Step 4
Three core units
Two optional units
Two supervisory units
One grader finisher (grader position only)
High performance in plant use or team leader
Step 5
Two core units
One optional unit
One supervisory unit
One grader finisher (grader position only)
High performance in plant use
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 22
Conargo Shire Council
BAND 2 LEVEL 1
Grade 7
Mechanic/Carpenter (Qualified)
Entry Level (Essential):
Refer job description for essential skills
Step 1
Minimum two core units
Minimum one optional unit
Minimum two supervisory units
Minimum one mechanic / carpenter unit
Proficient in work
Minimum one years experience in the trade
Step 2
Minimum two core unit
Minimum one optional unit
Minimum one mechanic / carpenter unit
Minimum two supervisory units
Proficient in work
Step 3
Minimum three core units
Minimum two optional units
Minimum one mechanic / carpenter unit
Minimum two supervisory units
Proficient in work
Step 4
Minimum three core units
Minimum two optional units
Minimum one mechanic / carpenter unit
Minimum two supervisory units
High level of skill
Step 5
Minimum two core units
Minimum one optional unit
Minimum one mechanic / carpenter unit
Minimum one supervisory unit
High level of skill
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 23
Conargo Shire Council
BAND 2 LEVEL 2
Grade 8
Plant Foreman (Qualified)
Entry Level (Essential):
Refer job description for essential skills
Step 1
Minimum two core units
Minimum one optional unit
Minimum two supervisory units
Minimum one mechanic unit
Proficient in work
Step 2
Minimum two core unit
Minimum one optional unit
Minimum one mechanic unit
Minimum two supervisory units
Proficient in work
Step 3
Minimum three core units
Minimum two optional units
Minimum one mechanic unit
Minimum two supervisory units
Proficient in work
Step 4
Minimum three core units
Minimum two optional units
Minimum one mechanic unit
Minimum two supervisory units
High level of skill
Step 5
Minimum two core units
Minimum one optional unit
Minimum one mechanic unit
Minimum one supervisory unit
High level of skill
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 24
Conargo Shire Council
4. SALARY SYSTEM - OPERATING PROCEDURES
OBJECTIVES
The objectives of the salary system are:
1) To maintain and reinforce internal equity between positions, so
that pay relativities are fair and upfront.
2) To have a salary system which is straightforward enough to be able
to be administered easily and understood effectively by the
workforce.
3) To ensure that our actual salary levels can attract and keep
skilled/competent staff and that Conargo Shire is regarded as a
preferred employer.
4) To ensure that discrimination has no part in:
(i)
the setting of any salary range or
(ii)
the identification/assessment of any skills, and that the
salary system is consistent with equal employment
opportunity principles.
5) To utilise Council’s Position Evaluation System to determine the
grades in the salary structure.
THE SALARY STRUCTURE
The salary structure has 9 Grades. Each Grade has a total range of 18%
divided into five (5) Steps and an entry level of approximately 3.6%
between each Step from the entry level.
APPOINTMENT AND PLACEMENT OF NEW EMPLOYEES
Appointments will be made to the Rate of Pay of the Grade appropriate to
the position and at a step that is assessed as fitting the skill, experience
and formal qualifications of the employee.
PRESENT OCCUPANT
Present Occupant refers to a situation where an employee’s rate of pay
prior to a restructure or other organisational change exceeds the
maximum salary available to their position under the salary system.
The position that the present occupant holds will be placed in accordance
with Clause 3 above, but the present occupant will not suffer a salary
deduction and future general salary increases shall continue to be applied
to the employee.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 25
Conargo Shire Council
SALARY SYSTEM PROGRESSION
Progression through the salary system shall be based on the acquisition
and use of skills and the performance of these skills in a manner which
provides added value to the role within Council’s activities.
The identified training requirements and performance measurements for
positions are defined in Section 3 “Training and Skills Criteria” and will be
assessed annually in accordance with the Clause below and Section 5
“Skills and Performance Assessment” document.
Salary progression will be dependent on the outcome of the assessment
and requires:
 Consistent application of the job specific and common skills
required to carry out the key responsibilities in the job description;
and
 Achievement of the performance objectives, training and standards
outlined in the agreed work plan.
Increases in salary as a consequence of the annual assessments shall be
effective from the first pay period commencing on or after 1st January
following the assessments for the prior year (even if the assessment is
delayed by undue circumstances).
SKILLS AND PERFORMANCE ASSESSMENT
Formal assessments shall be completed annually from November through
to January.
The assessment will be conducted in accordance with Section 5 “Skills and
Performance Assessment” and Appendix A and B by a review panel of a
maximum two people and the employee.
Indoor staff assessments will be carried out by the immediate supervisor
and the outdoor staff by the immediate supervisor and the Works Manager.
In the event of any perceived conflict of interest the panel will be
nominated by the General Manager.
Work plans (performance plans) for the next 12 months will be developed
jointly at the annual skills and performance assessment review by the
reviewing panel and employee.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 26
Conargo Shire Council
The following methods will be adopted for establishing individual work
plans:
 Managers – the development of work plans based on the key
responsibilities in the position description, and ongoing or planned
activities which relate to the achievement of key performance
indicators in the management plan.
 Other Employees – the development of work plans based on the key
responsibilities, in the position description, as they contribute to
ongoing or planned activities.
The work plans developed should be relevant, and contain realistic and
achievable performance objectives and standards.
The review panel shall consider the results of the assessment in a
“holistic” manner to determine the overall skill level of the employee. It
should be noted that just because some check boxes have not been
completed will it preclude the employee from progression.
CIRCUMSTANCES
WITHHELD
WHERE
SALARY
PROGRESSION
MAY
BE
Salary progression may be withheld where any of the following
circumstances are identified during the assessment year and/or at the
time of assessment: Where the outcomes of the agreed Training Plan have not been
achieved (where the opportunity has been provided or available); or
 Where, by mutual agreement between the employee and
management, it is determined that the employee is not required to
participate in the development and acquisition of skills and
qualifications as identified in the Training Plan developed as a
result of annual assessment; or
 Unjustified non-participation in organised training; or
 Refusal to actively participate in the maintenance, development
and acquisition of skills and qualifications as identified in the
Training Plan developed as a result of annual assessment; or
 Where it is justified on grounds of discipline and/or performance
which is being managed and documented through formal processes;
or
 Where the agreed standards for performance objectives as outlined
in the work plan have not been achieved.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 27
Conargo Shire Council
In determining whether salary progression is to be withheld the following
matters will be taken into account: The additional and higher level skills held and applied;
 The specialisation that have been achieved within the position; and
 Additional qualifications that are held and applied.
Where an employee may not be able to progress given the above, the
Training Plan developed at annual assessment should explore opportunities
to develop specific specialisations or higher level skills and qualifications
applicable to the employee’s area of work in an attempt to overcome the
withholding of future salary progression.
Where progression on the acquisition, application, maintenance and
development of skills is no longer available because the position has
reached the maximum step, further progression will only be available if
the occupant obtains a new position within the organisation or the existing
position is re-evaluated to a new position in a different grade.
The General Manager in consultation with the relevant Director may
authorise additional progression where circumstances warrant it.
RIGHT OF APPEAL
An employee may appeal the outcomes of the Skills and Performance
Assessment on the following grounds:
 Does not agree with the reasons for salary progression being
withheld; or
 Considers the process of the review was not in accordance with
Council policy.
The appeal process should only occur after every effort has been made as
part of the performance assessment to resolve any issues. Frivolous
appeals will not be considered.
The appeal will need to be lodged by the employee in writing to the
General Manager within 30 days of the assessment and should state all of
the reasons why the employee considers the appeal is merited.
The General Manager will consider the argument on merit and either refer
the appeal to the next supervisory level above the review panel for a full
review or consider the matter himself.
The final review will be referred to the General Manager for decision and
that decision will be final.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 28
Conargo Shire Council
TRAINING AND DEVELOPMENT
Training and development will occur in a manner which reflects the
opportunities to add value to the work undertaken by Council and will
involve a strategic allocation of Council’s finances to ensure the most
effective outcome with the available funds. The salary system provides
the basis for the development of training plans by identifying the skills
required for progression.
The identification of the skills required for each job linked to the annual
review will determine any shortfall in skills and/or qualifications. The
annual reviews assist in identifying any gaps and individual training
requirements, which will provide input into the training plan and training
budget each year. It is recognised that both staff and Council will benefit
from effective staff training and development.
Council will ensure that all employees have reasonable and equitable
access to education and training, which enables employees to acquire the
range of skills and/or qualifications they are required to apply in their
positions.
The training required to reach the next level of skill will be identified in
each assessment period. This training may be in the form of on-the-job
training, internal corporate training, external courses, seminars or
conferences or a combination thereof.
POSITION EVALUATION
Position evaluation is the process by which each position in the
organisation (not the person in the position) is evaluated and placed in the
salary grade structure. This will be undertaken in accordance with Section
1 “Position Evaluation”.
Positions will be evaluated in the following circumstances: If the position is newly created.
 If a significant change has occurred in the duties and
responsibilities of the position, which is confirmed by the relevant
Manager and approved by the General Manager.
 If an evaluation has been conducted and results in an apparent
anomaly.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 29
Conargo Shire Council
RELIEVING IN A HIGHER GRADED POSITION
An employee who is specifically required by their manager to relieve in a
position which is at a higher grade in Council’s Salary System, shall be paid
for the actual time spent relieving in that position. The rate to be paid
shall be determined by considering the skills/experience applied by the
employee relieving in the position but shall be at least the minimum rate
for that position in accordance with the salary system except where the
higher level skills have been taken into account within the salary of the
relieving employee.
When an employee is required to relieve in a position which is at a higher
grade in Council’s Salary System, discussion between the employee and
their direct supervisor or other authorised officer, will identify the
expected level of responsibility, specific accountabilities and level of
support that will be available and, unless approved otherwise by the
General Manager or the relevant Director, the rate of pay. The outcome of
these discussions shall be confirmed in writing where appropriate. These
discussions will also form part of the skills and performance assessment.
If the situation arises where the higher duties position actually
represented a theoretical deduction in salary based on skill levels, then
the employee would be paid at his normal rate.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 30
Conargo Shire Council
5. SKILLS AND PERFORMANCE ASSESSMENT
INTRODUCTION
The Skills and Performance Review has been introduced, to be of mutual benefit
to you and Council. It serves to meet a number of aims including;
 To provide an opportunity to review your current Position Description and
agree on future priorities for the position.
 To discuss your application of skills on the job.
 To provide feedback on your application of skills or to help overcome
individual problems with application.
 To look at appropriate training needs that you may have for your further
career and/or position development.
 To provide Council with information to support salary progression.
 To provide feedback on management/organisation and improvement
processes.
This form will be used as the basis for a discussion to be conducted at the annual
assessment.
The Skills and Performance Review form contains the following parts:
Part A The Position
Part B Management/organisation and improvement processes
Part C Performance Review Factors and Work Plan
Part D Skills Assessment and Training and Development Plan
Part E Review Summary
Appendix A Skill Descriptor Checklist
Appendix B Job Descriptions
Please complete Part A and Part B before the discussion and read the remainder
of the assessment form. You are encouraged to make notes to assist discussion
at the meeting.
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 31
Conargo Shire Council
PART A - The Position - to be completed by you prior to the assessment
discussion
You should examine your position and identify any existing problems that should
be raised in the discussion. You are also encouraged to bring forward any ideas
that you may have for improving your job.
PART B – Management/organisation and improvement processes - to be
completed by you prior to the assessment discussion
This section gives the employee the opportunity to discuss and offer suggestions
on management and organisation practice, including practical suggestions for
improvement.
PART C – Performance Review Factors and Work Plan
Section 1 - Work Behaviours



This section contains Skills and performance review factors to enable
discussion about your performance.
During the discussion you should speak openly with the
supervisor/manager/panel about each other's views and perceptions and
mutually agree on comments to be recorded following each part of the
form.
If there is insufficient space for the comments please attach additional
sheets.
Section 2 - Work Plan

This section provides an opportunity to plan the major objectives of your
position and to agree on how the successful achievement of these
objectives will be measured.
Where factors beyond your control affect the achievement of the targets agreed
at the time of establishing the work plan these should be noted in the Comments
and Issues Confronted column. These factors may result in a change in the
agreed target during the life of the plan.
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 32
Conargo Shire Council
PART D – Skills Assessment and Training and Development Plan
Section 1 - Skills assessment

This section provides an opportunity to review the attainment of generic
skills relevant to your position.
Section 2 – Training and Development Plan




Where you are identified as not having the required Skills to progress to
the next step a training plan will be developed to guide your development.
You and your supervisor/manager will discuss, in this part, the skills you
will acquire in the next 12 months. These skills will add value to your
position within Council, support your career aspirations and will be
incorporated into Council’s Training Plan.
The type of training and development should be designed to build on your
strengths and potential and to support salary progression.
You and your supervisor/manager will need to prioritise the training in
order that training needs may be considered consistent with budget
constraints and availability of training. Priority will be given to compulsory
training
PART E – Review Summary




This part provides you with the opportunity to make comments on any
aspect of the Skills and Performance Review process.
The supervisor/manager is to satisfy himself/herself that the discussion
process has been properly conducted, recorded, and noted for
implementation. The supervisor/manager is to ensure that each of the
parts of the form has been appropriately completed and reflects the Skills
and performance of the employee and the objectives of Council.
If you and your supervisor/manager have any disagreement as to the
content of the review form, you should agree on a third party to assist you
to resolve any differences.
If after this process a difference still exists, the matter should be referred
to the assessment moderation panel.
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 33
Conargo Shire Council
APPENDIX A – Skill Descriptor Checklist

This section provides an opportunity to review the attainment of core skills
relevant to your position. These will be identified and assigned to steps in
the position skills. (refer to the operation instructions at the start of the
Appendix)
APPENDIX B – Job Descriptions

This section provides the job description in Conargo Shire.
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 34
Conargo Shire Council
PART A - THE POSITION
This part asks you to examine your position in the context of the work performed and to identify any
problems that exist which should be discussed in the interview with the supervisor/manager Note: Issues
related to management or organisation problems should be documented in Part C.
1.
Are there any recurring problems, which prevent you from carrying out your duties and
responsibilities efficiently and effectively?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
2.
Can you make any suggestions that would assist in overcoming the problems you have identified in
Question 1 or can you suggest other work improvements?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
3.
Are there any works accomplishments achieved in the last 12 months that you would like to
highlight?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
4.
Have there been any major changes to the duties and responsibilities of your position since your last
review and does your position description require revision?
Yes
No
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 35
Conargo Shire Council
5.
If you answered yes to question 4 please explain the changes.
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
6.
List the higher duties and approximate times that you performed them in the last twelve months.

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 36
Conargo Shire Council
7.
Job satisfaction (please indicate)
LOW
MEDIUM
HIGH
Please provide comments below. Note: Issues related to management or organisation should be
documented in Part B
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 37
8.
Please indicate Licences, Certificates of Compliance or Permits:
Please note: This section should be completed only where the licences etc. are required by the position
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
Type of certificate/
Licence:
No.:
Expiry date:
/
/
Licence, etc., sighted
 Yes  No
NOTE:
Where
the
certificate/licence
Policy No: 6.8
Date Reviewed: August 2015
expires
during
the
next
year
Ver 1.5
Page 38
please
list
in
compulsory
training
PART B - MANAGEMENT/ORGANISATION AND IMPROVEMENT PROCESSES
This part asks you to examine the organisation’s policies and practices and the management style
and practice.
9.
Satisfaction with management and organisation (please indicate)
LOW
MEDIUM
HIGH
Please provide comments below.
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
Policy No: 6.8
Ver 1.5
Date Reviewed: August 2015
Page 39
PART C - PERFORMANCE REVIEW FACTORS AND WORK PLAN
C1 – GENERAL WORK BEHAVIOURS
This element recognises actions and behaviours that significantly contribute to both internal and external success. Employees who exhibit a high level in this attribute help
create a positive work environment through the following actions;

Work in the area is well organised and safe in accordance with relevant standards and policies;

Instructions are correctly interpreted and followed:

Workload is assessed, prioritised and completed within allocated timeframes;

Need for additional support to improve performance is communicated clearly to the appropriate supervisor;

Responsibilities and duties are performed in accordance with Council policies, protocol and procedures; and

Positive input and participation in the performance appraisal process.
Reliability,
planning and
acceptance of
responsibility
Anticipates
requirements and
instructions.
Highly reliable,
always gets the job
done.
Reliable, almost no
follow-up required.
Generally follows
instructions, follow-up
sometimes required.
Instructions regularly
not followed and
follow-up is required.
Extremely well
organised and plans
work ahead of
requirements.
Organised and reviews
and updates plans on a
regular basis.
Organised and plans
work consistent with
time requirements.
Planning does not
support the efficient
operation of the
position, can be
disorganised.
Disorganised and
work is poorly
planned.
Actively seeks to
increase
responsibility.
Keen to assume
additional
responsibility.
Accepts responsibility
consistent with the
position.
Reluctant to lead or
accept responsibility.
Tries to actively avoid
responsibility.
NOTE: Please select and circle the description (one per row) of the behaviour that best describes that of the employee over the period of review.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 40
This element recognises the employee’s ability to work and to maintain effective contact with others. Employees who exhibit a high level in this attribute ensure that Council
is an enjoyable place to work and help to ensure a positive work environment through the following actions:
Responsibilities and duties are undertaken in a positive manner to promote cooperation and good teamwork;

Information relevant to the work is shared with co-workers;

Commitments to assist or undertake work for co-workers are fulfilled;

Communication with others is conducted in a clear concise and professional manner;

Problems and conflicts are recognised and resolved and/or referred to the appropriate person; and

Agreed changes to improve work outcomes are acted upon in a timely manner.
Teamwork and
contact
Goes out of the way to
be helpful, creates
team spirit.
Consistent and
cooperative, good
team worker.
Works well with
others.
Sometimes reluctant
to help others and
needs to be asked to
provide assistance.
Creates friction,
pursues own goals and
is not concerned with
others.
Exhibits excellent
listening and
comprehension skills
and consistently keeps
others well informed.
Communicates well
with other team
members and
customers and keeps
others informed.
Communicates
consistent with the
requirements of the
position and generally
keeps others informed
Communicates
generally consistently
with the requirements
of the position and
sometimes fails to
keep others informed.
Communication is
regularly inappropriate
and fails to keep
others informed.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 41
This element recognises the employee’s ability to present a positive image of Council to the public and internal customers. Employees who exhibit a high level in this attribute
ensure that Council is valued by the community through the following actions:

Communications with the public is conducted in a courteous manner;

Appropriate standards of personal presentation are maintained;

Information provided to the public is accurate and timely and more detailed requests for information are referred to the appropriate person/s; and

Complaints or disputes are identified and resolved promptly or referred to the appropriate person/s.
Customer
service
(External and
Internal)
Creates opportunities
to enhance customer
service. Always
leaves good
impression with
customers.
Pleasant manner and
develops a good
perception with
customers.
Understands and
anticipates the needs
of customers.
Always pleasant and
provides appropriate
customer service.
Could display more
enthusiasm and
provide better
customer service.
Does not recognise the
needs of customers.
Receives adverse
comments from
customers.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 42
This element recognises the employee’s compliance with occupational health and safety and risk management policies and procedures. Employees work in a safe manner
through the following actions:

Hazards in the work area are recognised and reported to the supervisor/manager;

Workplace procedures and work instructions to control risks are followed accurately; and

Workplace procedures for dealing with accidents, fire and emergencies are followed wherever necessary

Council’s OH&S policies and procedures are followed;

OH&S concerns are raised with the supervisor/manager or in the appropriate forum; and

Injuries and incidents are reported on time and in accordance with Council’s policies and procedures.
Risk and safety
management
Always focuses on
OH&S processes and
is regarded as a leader
in safety in Council.
Well developed
appreciation of OH&S
standards and always
works consistent with
requirements.
Works within OH&S
standards and
requirements.
Generally works
within OH&S
standards.
Does not focus on
OH&S and pays little
regard for safety.
Consistently exceed
the position’s
requirements in the
management of risks
and guides other staff
in risk management
techniques.
Often exceeds position
requirements in the
identification and
management of risks.
Identifies and manages
risks consistent with
the requirements of
the position.
Sometimes fails to
effectively manage all
risks.
Often fails to
effectively manage all
risks.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 43
This element recognises the employee’s ability to accept change readily, both in job responsibilities as well as in the work environment. Employees who exhibit a high level in
this attribute help the organisation to respond effectively to changing customer demands by:

Adapting to changes in the work environment;

Managing competing demands;

Accepting criticism and feedback;

Meeting challenges with resourcefulness;

Developing innovative approaches and ideas; and

Changing approach or method to best fit the situation.
Adaptability
Highly innovative and
creative and has
initiated significant
work improvements.
Self-sustaining,
requires minimal
instruction.
Plans work well, often
takes initiative.
Waits for directions
and carries out
obvious tasks.
Not a self-starter
always needs
direction.
Anticipates emerging
challenges in the work
environment.
Flexible to changing
needs and regularly
exceeds demands.
Responds positively to
change and meets new
demands.
Generally accepts
change and meets
demands.
Resists change and is
unable to adapt.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 44
This element recognises the ability of the employee to apply skill developed from training and experience to the most important aspects of their responsibilities. Employees
will exhibit a high level of application and understanding of the training and experience they have gained in this attribute are by:

Having completed relevant training and being able to understand, use and apply lessons learnt from the training to the position;

Have gained experience from on the job training or life experience and able to apply the skills developed over time to the position;

Being able to undertake tasks without constant supervision and instruction to a high standard of achievement;

Understand, recognise and implement Council policy and local politics;

Continuing enthusiasm and input into developing improved practices and methods
Application of
training &
experience
Enthusiastic in
improvement
processes and applies
training and
experience to the
position
Attempts to improve
the work place and
position by application
of training.
Exhibits a reasonable
understanding and
application of training
and experience.
Limited understanding
of training that has
been provided and has
some difficulty in its
application to the
position.
Has not applied or
shown any intent of
applying any of the
relevant training to the
work place or has no
real understanding of
what has been learnt.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 45
This element recognises the employee’s attention to Council Policy, management practise, attendance to work and general presentation by;

Arrives and leaves work at correct times;

Follows Council Policy;

Fills out and maintains appropriate records

Takes appropriate leave;

Suitable presentation;
Attendance,
application of
Council Policy
and Practise and
Record Keeping.
Excellent attendance
to work, appropriate
leave entitlements or
actively reducing the
liability.
Good attendance with
few absences and
manageable leave
entitlements.
Absent with
satisfactory
explanations,
certificates and
reasons. Gradually
reducing leave
liability
Absent with some
times not validated.
Not pursuing leave
reduction without
prompting.
Poor attendance to
work, often without
valid reasons for non
attendance. High
leave liability without
an attempt to reduce.
Always follows and
implements Council
policy and work
practice and
completes all
necessary recording
requirements without
the need for follow
up.
Follows most policy
and procedures and
only requires minor
follow up for record
keeping.
Follows some policy
and practise but
follow up is required
to keep accurate
records.
Reluctantly follows
policy and needs
constant reminders to
complete records or
records are of poor
quality.
Does not recognise or
follow Council Policy
and complete records
as required.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 46
C2 - SUPERVISORY WORK BEHAVIOURS
Please note: This section should be completed only by those staff whose position has supervisory or management accountability
refer the job descriptions for the responsibility of staff supervision.
This element recognises the employee’s leadership ability. Employees who exhibit a high level in this attribute lead and develop the organisation to ensure it is capable of
meeting customer demands by:

Leading and developing staff to ensure continuance improvement of service;

Fairly and consistently assessing team members and ensuring salary progression;

Managing the finances of the unit effectively to ensure costs are controlled;

Resolving potential conflicts and differences to ensure harmony in the workplace; and

Ensuring ethical practice in all areas of work.
Leadership
Staff highly motivated
through superior team
facilitation and
coaching to achieve
outcomes in excess of
work requirements.
Motivates and
encourages staff
through effective team
facilitation and
coaching to achieve
outcomes generally in
excess of work
requirements.
Staff motivated
through clear guidance
in work allocation and
direction.
Direction generally
clear and consistent
and needs support in
leadership.
Demonstrated poor
capacity to lead and
direct others.
Enthusiastic in the
development of staff
and ensures the
assessment process is
pivotal to enhancing
staff motivation and
work performance.
Actively seeks
opportunities for staff
development and
ensures that
assessment is integral
to development
process.
Steady and attentive to
staff development
opportunities.
Undertakes
assessment consistent
with organisational
requirements.
Lacks enthusiasm in
staff development and
does not consistently
pursue learning
opportunities for staff.
Sometimes
inconsistent in
assessment.
Lacks interest in staff
development. Does
not undertake
assessments
consistently and fail to
motivate staff in their
development.
Comments/basis of assessment/opportunities for development: ..........................................................................................................................................................................
...................................................................................................................................................................................................................................................................................
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 47
WORK PLAN
Note: Not to be confused with the training plan.
Key Objectives
Priority
Targets or Measures
Comments/Issues Confronted
EXAMPLES
Perform duties without major accidents or incidents
1
Develop Traffic Control Plans for routine works
2
Target – no incidents
Measured by number of incidents
Target – TCP’s for most normal
routine works developed and
approved
Numerous prior incidents have been
recorded.
TCP’s for standard routine works could
be used without the need to develop
specific TCP for each job.
Notes:
1.
2.
3.
4.
The column headed Key Objectives allows you and your supervisor/manager/panel to agree on the major goals for the position for the year
ahead. At least one key objective needs to be developed for the coming year.
The column headed Priority allows you and your supervisor/manager to identify the relative importance of the objectives and to ensure an
agreed focus of work performance.
The column headed Targets or Measures allows you and your supervisor/manager/panel to agree on an appropriate measure of the
successful achievement of the objective (targets should be measurable e.g. time, cost, quantity or quality).
The column headed Comments/Issues Confronted allows you and your supervisor/manage/panel to identify and detail any issues that are
confronted in attempting to achieve the agreed targets.
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 48
PART D – SKILLS ASSESSMENT AND TRAINING AND DEVELOPMENT PLAN
TRAINING AND DEVELOPMENT PLAN
Compulsory (or required) training and development is where Council will directly benefit from the outcomes of the activity, and where such outcomes are deemed to be a
necessary requirement of employment. This training is directly related to the achievement of an employee’s skills, or their individual training plan.
SKILLS TO BE ATTAINED TO JUSTIFY PLACEMENT
AT CURRENT STEP
DESCRIPTION OF TRAINING REQUIRED
PRIORITY
LIST AGREED TRAINING TO OBTAIN PROGRESSION
(as a guide, 4 key elements) This training may not be
available in one year
DESCRIPTION OF TRAINING REQUIRED
PRIORITY
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 49
Optional training
Optional training and development activities are those activities which are consistent with an employee’s current position but not necessarily a requirement of it. This could
include personal or professional development that demonstrates mutual benefit to both the individual and to Council.
SKILL TO BE ATTAINED
Policy No: 6.8
Date Reviewed: August 2015
DESCRIPTION OF TRAINING REQUIRED
Ver 1.5
Page 50
PRIORITY
PART E – REVIEW SUMMARY (SECTION 1)
WORK GROUP ELEMENTS
IMPROVEMENT FROM PREVIOUS ASSESSMENT
PERFORMANCE LEVEL
Reliability, planning and
acceptance of responsibility
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Teamwork and contact
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Customer service
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Risk and safety management
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Adaptability
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Application of training and
experience
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Attendance, Application of
Council Policy and Practise and
Record Keeping
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
Leadership
 YES
 NO
 EQUIVALENT
 HIGH
 MEDIUM
 LOW
STRATEGIC ELEMENTS
TARGET MET
Work plan objectives
 YES
 NO
Training Offered
 YES
 NO
Training Undertaken
 YES
 NO
Policy No: 6.8
Date Reviewed: August 2015
 N/A
 PARTLY
Ver 1.5
Page 51
 N/A
PART E – REVIEW SUMMARY (SECTION 2)
Supervisor/Manager's Summary: The supervisor/manager/panel is to give an overall
summary of the review and a specific recommendation in terms of salary progression.
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
Employee Comments: You can comment on any aspect of the review including the
Supervisor/Manager's/Panel Summary.
If you disagree with any of the outcomes of the review please outline the disputed areas.
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
.................................................................................................................................................................
Consider Part E and Appendix A
Has the employee fulfilled and applied all the skill skills required? If so, for what Grade
and Step?
 YES
Grade:
Policy No: 6.8
Date Reviewed: August 2015
 NO
 N/A
Step:
Ver 1.5
Page 52
PART E – REVIEW SUMMARY (SECTION 2)
Higher Duties:
List higher duties that may be possibly allocated in the next twelve months and the appropriate
grade and step for remuneration.
Higher Duties
Grade
Step
Other Comments
.................................................................................................................................................................
.................................................................................................................................................................
The signatures below indicate that the supervisor/manager and employee have discussed all
parts of the document.
Employee ..........................................................................
Date
/
/
Supervisor/Manager/Panel ................................................
Date
/
/
Supervisor/Manager/Panel ................................................
Date
/
/
The signature below indicates that the Manager has reviewed all parts of the document.
Manager ............................................................................
Date
/
/
APPENDIX
APPENDIX A - SKILL DESCRIPTORS
APPENDIX B - JOB DESCRIPTIONS
Policy No: 6.8
Date Reviewed: August 2015
Ver 1.5
Page 53