STAFF RECRUITMENT, SELECTION, INDUCTION, EMPLOYMENT AND DEVELOPMENT POLICY AND PROCEDURES 1. Purpose/Scope/Rationale

VHA differentiates itself through the quality of its staff. Staff are qualified SMEs able to demonstrate their experience through ‘best industry practice’ in the workplace. This policy ensures VHA maintains its high quality standard through its recruitment, induction, employment and professional development procedures. It ensures these procedures meet the Australian legislative requirements.

2. Definitions Assessor: A person selected and employed to assess the current state of a learner’s knowledge, skill and/or attitude as required by each course and/or programme TAS, in ways that provide each learner the opportunity to achieve the objectives and/or Units of Competency against which they are being assessed. As a minimum VHA assessors will be qualified with a current Assessor Skill Set, the qualification being trained, or equivalent, current knowledge and skills in Vocational Education and Training (VET), and industry experience. VHA assessors should have professional development plans to become qualified with, at a minimum, a Certificate IV in Training and Assessment (i.e. TAE 40110) and a relevant qualification one level above the one they are assessing. Assessors refers to all VHA assessors, contractors and/or third party assessors employed to conduct VHA assessment.

Induction: is, in this case, the process used to welcome and integrate a newly selected staff member into the organisation, ensure that they receive the information and support they need to carry out the requirements of their position safely and effectively, and gain an understanding of VHA culture, values and strategic objectives. Induction is a first step towards gaining a newly selected employees' commitment, showing how their position is interconnected to (and interdependent on) everyone else in the organisation.

Industry Experience; refers to the number of hours a trainer or staff member spend in the area of industry they are operating in. VHA trainers are required to log 80 hours of industry experience each year. Practical training in a workplace can be logged, contributing to a trainer’s 80hr industry experience. If additional industry experience is needed workplace placement will make up part of the staff members professional development plan.

Key Stakeholders: refers to those parties that have an interest in the process and outcomes, quality and value of VHA’s operation. These include its learners and clients, the employers and industry sectors it services, subject matter experts, its regulators and funders, its staff, trainers and contractors and the board and owners.

Performance Appraisal: refers to the process of identifying and evaluating the work performance of employees in the organisation for the purpose of providing feedback and developing strategies to improve this performance to better meet organisational goals and objectives. Strategies may include recognition and reward, training and professional development and/or career guidance.

Professional Development: is, in this case, the process of improving and increasing the capabilities and qualification of staff through access to education and training, work placement, job sharing and shadowing, coaching and mentoring. Professional development helps build and maintain team and organisational capabilities as well as that of individual employees and contributes to overall staff morale and engagement.

Recruitment: is, in this case, the process of identifying and attracting appropriately skilled and qualified candidates (from within or outside of an organization) for a job, in a timely and cost effective manner. The recruitment process includes analysing the requirements of a job and advertising it in a way that is both compliant and attracts the most appropriate high quality applicants to the job.

Selection: is, in this case, the process of screening, choosing and hiring the best applicant from a pool of high quality recruits. The selection process includes an interview, evaluation and hiring process to choose the most appropriate candidate for a specific job. The selection process is standardised by being based on set criteria. Employment legislation such as anti-discrimination legislation must be obeyed during employee selection.

Trainer: A person selected and employed to deliver the content, knowledge, skills and attitudes as required by each course and/or programme TAS in ways that ensure learners can meet the objectives of

the training. As a minimum VHA trainers will be qualified with a current Certificate IV in Training and Assessment (i.e. TAE 40110), the qualification being trained, or equivalent, current knowledge and skills in Vocational Education and Training (VET), and industry experience. VHA trainers should have professional development plans to become qualified with, at a minimum, a Diploma or higher qualification in adult education, and a relevant qualification one level above the one they are training. Trainers refers to all VHA trainers, contractors and/or third party trainers employed to conduct VHA training.

Training: is, in this case, an organised activity designed specifically to impart information and transfer required knowledge, skills and/or attitudes to enhance the performance and/or fulfilment of individual employees, teams and/or the organisation. Training is composed of compulsory or voluntary, offsite or onsite, on-line, mixed mode or face to face, courses or programmes, delivered as research, lectures, tutorial, practical or on-the-job instruction, coaching or mentoring.

Workplace Harassment shall be defined as any behaviour which is reasonably likely to result in the humiliation, offence, intimidation or distress of another person (see DSE2005, part 8.1). Harassment can be bullying. Bullying is inappropriate behaviour aimed to demean and humiliate workplace participants, either as individuals or as a group. Examples of bullying behaviour include:

manipulation.

intimidation.

belittling remarks.

persistent criticisms, nit picking or fault finding.

verbal and/or physical abuse.

isolation from colleagues.

withholding information.

setting unrealistic targets. Where harassment is based on another’s disability, age, gender, cultural or ethnic background, sexual orientation, English language ability, literacy or numeracy level, employment status, previous imprisonment or any other personal characteristic that a person has little control over, it shall be considered to be discriminatory. Direct discrimination is when a person, or group of people, receive less favorable treatment than others on the basis of their beliefs, features and characteristics. Indirect discrimination is where the beliefs, features and characteristics themselves restrict access and/or cause a person, or group of people, to receive less favorable treatment than others. Where harassment and discrimination is intended to cause humiliation, offence, intimidation or distress, it shall be deemed to be victimisation. Where victimisation is encouraged in others it is vilification. Vilification is a public act which incites, encourages or urges others to hate, have serious contempt for, or severely ridicule, a person, or group of people because they are (or thought to be) members of a particular group.

Workplace participant: In this case any key stakeholder. For the purposes of this policy, a workplace participant is: All employees of VHA (including non-permanent employees), Contractors to VHA, VHA learners, Applicants for jobs with VHA; and people who work in the same workplace but for a different employer.

3. Policy The CEO will be responsible for determining VHA personnel needs based on VHA’s contractual obligations, Training Package and TAS requirements, learner needs and the skill mix of existing personnel.

VHA will use casual labour and independent contractors within its staffing mix where this aids access to up to date industry skills and knowledge, or the ability to employ and/or deploy the most appropriate personnel for the work and/or learner.

VHA will provide for equal employment opportunities compliant to Federal and State legislation during the recruitment, selection and employment of staff: Specifically, the Fair Work Act 2009, Sex Discrimination Act 1984, Racial Discrimination Act 1975, Workplace Gender Equality Act 2012, Australian Human Rights Commission Act 1986, Disability Discrimination Act 1992, and Age Discrimination Act 2004; and relevant State legislation.

VHA will use the Educational Services (Post-Secondary Education) Award 2010 as the basis for the terms and conditions of employment by the organisation.

All selected personnel will:

understand, agree and comply with VHA’s purpose statement, goals and policies.

demonstrate suitable attitudes and sensitivity towards other staff, learners and members of the public.

meet the minimum qualification required for appointment, with reference to the requirements of the relevant accreditation body, training package and TAS, and/or business, as applicable.

Selected training and/or assessing personnel will:

be recognisable as subject matter experts in their field, having the appropriate qualifications one level above the level at which they are required to teach, assess or research, or able to demonstrate equivalent industry knowledge and skills through extensive experience.

hold the relevant, appropriate teaching, training, or instructional qualification to be a VHA trainer and/or assessor, as required.

meet the requirements set by Skills Councils and accrediting agencies for the delivery and assessment of relevant standards.

have and be willing to maintain current appropriate Vocational Education and Training sector experience.

have and be willing to maintain current appropriate industry experience (80 hours industry experience per year).

have and be willing to maintain demonstrateable skills in teaching, assessing, judgement and communication.

All VHA staff will be inducted into the organisation following the VHA induction procedure.

VHA will be an Equal Opportunity employer.

Employment, staff development and progression will be merit based, free from workplace harassment and bullying, and direct, indirect, and/or systematic discrimination, victimisation and vilification.

All VHA staff will participate in a performance evaluation with their manager at least annually.

The CEO will establish and agree on staff professional development and training needs with staff and their managers.

4. Procedures VHA employs staff pursuant to the Fair Work Act 2009. Subject to this all staff shall hold appointment under the terms and conditions set and approved by the Managing Director. These terms and conditions may be reviewed and amended from time to time by the Managing Director within the procedures as detailed hereunder.

Recruitment When a staff vacancy arises or an appointment is due consistent with approved plans and budgets, organisational needs and job, a job description shall be created, or reviewed and adjusted as necessary, by the CEO to meet the need.

The CEO and, where appropriate, the responsible Manager, shall create or review the person specification and their selection criteria to make a determination as to whether the staffing need should be met with existing personnel, by a salaried position or through contracting out the required work. For salaried positions existing contacts are then canvassed (past employees, other training providers, contacts in the sector).

If this fails to find suitable applicants, the position(s) shall be advertised in a way most appropriate to reach the best prospective applicants i.e. SEEK, local or regional newspaper, industry magazine etc.

The advertised position shall

be described so its level, selection criteria, key responsibilities and accountabilities are clear to prospective applicants.

ensure applicants are aware that the advertiser is VHA and refer them to the website so that they

can learn more about VHA and its special character.

promote the fact that VHA is a compliant equal opportunity employer.

request evidence supporting the applicant’s suitability be included in the application i.e. a letter of application and/or a Curriculum Vitae or resume.

include a cut-off date after which applications shall no longer be accepted.

The recruitment of a senior manager, expected to contribute to the VHA senior management team, should be delegated to, and managed by, a recruitment agency.

Selection Selection shall be systemised and based on the evidence provided that show the applicant/s can or have a good chance of fulfilling the requirements of the job as depicted on a job description.

All respondents shall be responded to as matter of courtesy, acknowledging receipt of their application i.e. telephone or email.

Those applicants that do not meet the general selection criteria as identified in the person specification and/or job description should be informed at this time why they have been unsuccessful. A reason for the rejection shall be provided on request and should be provided in every case.

Those applicants who do meet the general selection criteria as identified in the person specification and/or job description shall be asked in writing, an email is sufficient, to fill in a VHA Application Form and provide the means to evidence their suitability for the position by providing the names and contact details of at least 2 referees, copies of qualifications and other documentary evidence as required i.e. High Risk Licences. A cut-off date for the submission of the completed VHA Application shall be provided.

The CEO or delegate/s shall go through the applications cutting down the number of applicants to no more than 4. Selection shall be based on a judgement of each of the candidate’s suitability for the position and a ranking of these. Unsuccessful applicants shall be informed in writing of the reason for their application not going forward i.e. applicants with higher qualification or deeper or broader experience.

The CEO or delegate/s shall validate the remaining applicants evidence through reference and qualification checks making a selection on grounds of merit. Any incorrect and/or misleading information in an application shall be grounds for rejecting the application. Unsuccessful applicants shall be informed in writing of the reason for their application not going forward.

Remaining applicants shall be interviewed using set questions based on the position and job needs, and the applicants personal fit with the special character of VHA. This requirement should, in no way, limit the interview team exploring other aspects of the applicant’s suitability that may arise from the interview. These aspects can be used to determine if the applicant is successful or not.

The interview panel shall be comprised by at least 2 staff members one of who shall be the reporting manager. The interview panel should comprise of a staff trainer, an administer, the reporting manager and a senior manager or delegate. It the case where a decision for a selection is tied the CEO shall make the final decision.

The successful applicant shall be offered the position in writing. A date for acceptance shall be stated. If the applicant offered the position declines the CEO shall decide if any of the other applicants are suitable for the position, whether to make an offer to the next most suitable applicant or to restart the recruitment process. If an applicant accepts the position remaining applicants shall be informed in writing of the reason for their application not going forward.

Employment Subject to the award, trainer’s pay and conditions and their developmental pathway shall be based on the VHA Trainer Core Competencies Check List.

All salaried staff shall agree to the terms and conditions of their employment in a VHA Full Time Employment Contract. All casual staff shall agree to the terms and conditions of their employment in a VHA Casual Employment Contract. All casual staff shall agree to the terms and conditions of their employment in a VHA Casual Employment Contract. Contract staff shall sign their VHA Independent Contractor Agreement establishing the obligations, expectations and responsibilities of the parties to the contract.

Each staff member shall be allocated a personal file into which all appropriate documentation pertaining to that employee shall be placed. Examples would be the employment agreement, copies of qualifications, professional profile, CV, appraisals, induction checklists, written warnings, industry experience log’s and such like.

Each trainer and/or assessor shall be added to the Trainers Register in which their industry and VET currency, accreditations and licenses, and approvals to train and assess shall be tracked. The Trainers Register should be a record of each trainer and/or assessor’s continuous professional development.

All staff shall have the right to be free from workplace harassment and bullying, discrimination, victimisation and vilification in compliance with federal, state and territory legislation. All recruitment and selection procedures, and any opportunities and benefits arising from employment including promotion, transfer, professional development or training or other employment benefit, should be based on merit alone. Staff shall not be treated differentially on the basis of:

gender.

religion and/or political opinion.

medical record.

irrelevant criminal record.

creed.

mental, intellectual or psychiatric impairment.

family responsibilities and status as a parent or carer.

disability or physical impairment under the Disability Discrimination Act 1992.

age.

sexuality/sexual orientation.

pregnancy or potential pregnancy.

race, nationality or ethnic origin.

marital status.

transgender or gender identity.

trade union activity.

physical features.

breast feeding in the work place.

lawful sexual activity.

association with a person who has such characteristics.

During the process of appointment or at any other time, applicants or staff may inform the CEO if they believe they have been treated unfairly or inequitably. Such complaints shall be responded to in writing and staff shall have recourse under the Complaints and Appeal Policy and Procedure, the Protected Disclosure Policy and/or the disputes and protected disclosure provisions of their employment agreements. If no satisfactory conclusion can be reached between the parties through these policies and procedures the matter shall be referred to an external mediation service or the Fair Work Ombudsman.

Induction All new staff, including casual, fixed term and contract trainers shall be formally inducted.

VHA’s formal induction programme shall facilitate and enhance, and accelerate the acquisition of knowledge and the resources, new staff need to perform competently, and to feel connected to the organisation.

Staff/Contract Trainer inductions shall follow the VHA Induction Check Sheet and include:

an introduction to the VHA history, structure, mission, purpose, strategic direction and contractual obligations.

an overview of VHA’s operations, including courses run, target markets, student needs and expected outcomes

the VHA Code of Conduct.

Quality Management System including personnel policy and processes.

the QIR continuous improvement policy and process.

the Work Health and Safety Policy and Procedures (Including VHA Officer and Worker responsibilities, reporting and Hazard ID and Accident/Incident Procedure; and the site specific hazards and evacuation plan).

access, equity and anti-discrimination, including familiarisation with the policy and with the Disability Standards for Education 2005.

a HR induction (including Pay, Tax, Superannuation, Leave, Next of Kin, House rules, Timesheets, etc).

the issue of Uniform, Specialist Equipment, Computer, Cell phone and PPE (as applicable).

issue of Fuel Card, Reimbursement of Expenses, Credit/Debit Card and policy.

introduction to workstation and working environment (site tour).

a complete summary of areas specific to the position, including AQF and other regulatory and legislative requirements, and any other job specific requirements/expectations i.e. Project Activity

Requirements (PAR) for Training staff; Record keeping and management of records; Intellectual property etc

complaints and appeals systems and procedures.

details of training/assessment programs on offer by the institution, including entry requirements and vocational outcomes (this is particularly important for staff that have contact with, and give information to, students).

The inductee shall be shown the location of the policies and procedures file. The inductee shall sign within the first week of employment to say he/she has read the policies and procedures. In addition, the inductee should be given, and talked through, a copy of the Staff Handbook and the Standards for RTO’s 2015.

The new staff member shall construct a Professional Profile for distribution to clients and/or learners as required.

The inductee shall be allocated a mentor by the manager. This may be the manager him/herself, but as VHA expands it is anticipated that others who have worked or are currently working in the position of the new recruit shall take on the mentoring role. The mentor’s role shall be to ensure that the induction process continues effectively. The mentor shall answer questions, provide examples of good practice and institutional culture, and make the new staff member feel a part of the organisation.

New training and assessing staff, trainers and contractors, shall be observed and evaluated while training and assessing the programmes and/or courses they have been employed to deliver using a VHA Trainers Evaluation report, as part of their induction. New training and assessing staff, trainers and contractors, shall only be allowed to train and assess independently once they have evidenced their ability to do so on a VHA Trainers Evaluation report.

New training and assessing staff, trainers and contractors, should also attend and observe, then co teach the programmes and/or the courses they have been employed to deliver as part of their induction.

Existing staff changing locations or going into a new role shall recieve job-specific induction. Formal Induction shall cover all requirements outlined in the VHA induction checklist.

It is the responsibility of the Business Services Manager to ensure that a formal induction takes place in accordance with the induction checklist. The completion of induction is to be notified to the CEO using the completed Induction Checklist.

Staff Appraisal By 30 November each year, the CEO (or designated delegate) shall review the performance of each staff member using the standardised VHA Staff Appraisal form.

In addition to the evaluation of performance, the CEO, or delegate, shall consider the professional development and/or training needs of the staff member to meet the requirements of currency and/or any standard set by training packages and TAS, clients, Skills Councils and/or accrediting agencies for that staff member’s work, delivery and/or assessment. The staff appraisal process shall also address those areas in which further training or skill improvements that would be beneficial to the staff member, their team and/or the organisation as a whole.

Each staff appraisal should always include an agreed training plan for the following year as one of its outcomes.

Upon completion of the appraisal the employee shall be advised of the results and any outcomes discussed. Where the employee agrees with an identified need for professional development and/or training the means to meet this need shall be discussed until agreement is reached. Where the employee disagrees with an identified need for professional development and/or training the need and the means to meet the need shall be identified within a month of the appraisal.

At the time of developing the annual Financial Plan the CEO shall review all professional development and training needs identified by the staff appraisal process and make appropriate provision within the Plan. Should financial resources not be sufficient to meet all professional development and/or training needs alternative means should be discussed with the staff members involved.

The performance of contracted personnel shall be appraised consistent with the Independent Contractors Agreement signed with them. Where contracts are renewed notes as to performance and suggestions for improvement should be appended to this agreement.

The appraisal of the CEO shall be conducted by one or more appraiser appointed by the Managing Director using the same process as for other staff.

Professional Development and Training All VHA staff shall be encouraged to undergo continuous professional development and training and participate in industry and other staff training as appropriate.

The CEO shall take all reasonable measures to encourage staff development and training through the provision of programmes and/or courses, reasonable access to these, incentives and encouragement, assistance, and work load consideration, as feasible and appropriate.

Individual and specific staff professional development and training needs shall be addressed within the Staff Training Plan arising from each staff members Staff Appraisal. In the case of contracted staff, training needs shall be addressed in their reviewed and renewed Independent Contractor Agreements.

Staff professional development and training shall provide means by which VHA staff shall maintain industry and VET sector currency and ensure trainer and assessing staff maintain regular (at least annual) contact with the industries they are involved with and are kept up to date with relevant changes, technological advances, industry practise and legislative changes.

Professional development and/or training may also be requested by staff or suggested by either the CEO or their immediate supervisor or appraiser as and as when required. Priority shall be given to professional development and/or training that furthers VHA skill needs and vision.

Records of completed professional development and/or staff training and/or industry experience (certificates etc) shall be added to staff CVs held on file. Completed professional development and/or training on a staff members training plan shall be signed off in the following year’s staff appraisal.

5. Relevant compliance

Australian Human Rights Commission Act 1986

Commonwealth Age Discrimination Act 2004,

Commonwealth Disability Discrimination Act 1992

Commonwealth Fair Work Act 2009

Commonwealth Privacy Act 1988

Commonwealth Racial Discrimination Act 1975

Commonwealth Sex Discrimination Act 1984

Commonwealth Work Health and Safety Act 2011

Commonwealth Workplace Gender Equality Act 2012

Queensland Anti-Discrimination Act 1991Fair Work Act 2009,

Commonwealth Independent Contractors Act 2006

National Vocational Education and Training Regulator Act 2011

Standards for Registered Training Organisations 2015.

Department of Education, Employment and Workplace Relations Disability Standards for Education 2005

6. Audience VHA staff and contracted personnel.

7. Implications Well implemented staff employment policies and procedures will ensure VHA provide:

appropriate systematic recruitment, selection, and employment practices.

fair and equitable conditions of employment.

enough personnel with; teaching and subject knowledge, assessment and moderation expertise; educational management expertise, quality management expertise, student support skills and financial support skills.

appraisal of staff performance.

ongoing staff development.

means to address breaches, or suspected breaches, of staff right to equal employment opportunities.

8. Related Procedures/documents

Access and Equity Policy and Procedure.

Complaints and Appeal Policy and Procedure.

Protected Disclosure Policy.

Disciplinary Policy and Procedures.

Health and Safety Policy and Procedures

VHA Staff Member Application form

VHA Staff Induction Checklist

VHA Trainer Evaluation form

VHA Trainer Pay and Progression Procedure

VHA Trainer Core Competencies Checklist

VHA Staff Performance Appraisal and its Staff Professional Development and Training Plan

VHA Individual Employment Agreement.

VHA Independent Contractor Agreement.

Equity Performance appraisal system.

Staff members Professional Profile.

9. Document management and control Details:

Prepared by: Carl McOnie, CEO

Authorised by: Andrew Saunders, CEO

Approved by: Bruce Mazengarb, MD

Date issued: Feb 2015

Last review: March 2016

Next review: March 2017

VHA POLICY INSERT TRAINER PAY AND PROGRESSION

VHA’s core competencies rest in its trainers. In order to ensure Trainers are at, and remain at, a level expected by industry an investment is required to continuously improve VHA’s Training team. This can be done through incentivising of professional development, assuring trainer currency and qualification.

VHA ability to develop and assure its Trainer’s quality, needs to be based on confirmed competencies, role structures, carrier pathways and training pathways.

Core Competencies

VHA has established a comprehensive Trainer competency framework based on present organisational delivery expectations and capabilities. This competency model enables VHA Trainers to:

Work as a member of the VHA Team.

Facilitate Education and Training.

Assess Learning and make judgements of competency

Apply Leadership.

VHA Trainer competency framework

Role Structure

A narrow portfolio of training and/or training in similar environments do not provide opportunities to broaden a trainer’s skills. Trainers have continually proven their greater utility in other areas, in business, industry and training streams in particular, and course results alone demonstrate the professional approach and capabilities of VHA Training personnel. Professional development, industry placement, co teaching opportunities and overseas and operational deployments all provide the opportunity to broaden horizons and develop suitable Trainers for extended service in VHG.

Notwithstanding the need to ensure VHA is adequately manned, it is recommended that VHA attempt to manage individuals with this longer term view in mind. Accordingly, the proposed role structure reflects this overall intent.

Classification A Level 1 Trainer has the Training, Experience, Skills, and Knowledge Required The trainer is to hold all Trainer level 1 competencies:

complete the VHA Staff Induction training.

hold Certificate IV in Training and Assessment (TAE).

have current VET experience (note this can be a current TAE qualification).

hold the qualification they are instructing on, or be able to demonstrate the equivalent knowledge, skills and attitudes.

have current industry experience of the application of the knowledge, skills and attitudes they are instructing on.

meet all other ASQA, TAS and any other accrediting bodies minimum standards.

be approved by VHA GM. A Level 2 Trainer has the Training, Experience, Skills, and Knowledge Required The trainer is to hold all Trainer level 1 competencies:

have current practical experience in VET

hold a qualification at a level above the one they are instructing on.

be approved by VHA GM. A Senior Trainer has the Training, Experience, Skills, and Knowledge Required The trainer is to hold all Trainer level 1 and 2 competencies:

have worked for VHA for at least 6 months demonstrating their level 3 competencies.

hold either a Diploma level qualification or higher in VET and/or in the discipline they are instructing on.

Be working toward a Diploma level qualification or higher in VET or in the discipline they are instructing on if they have only one or the other.

be approved by VHA GM. Note that on completion of the Trainer training, personnel will be required to continue training for further development. Selected personnel may be nominated to attend appropriate internal or overseas strategic or technical training courses, as required for long-term development

The role progression and structure forms the bases of progression through the competency framework.

Career Progression

A career progression model has been developed to show the employment options available through primary Trainer employment. It also shows potential opportunities in fulltime employment within VHA. This is intended to demonstrate to individuals the potential pathways available should they wish to give themselves wider career opportunities. This is likely to be particularly important should younger Trainers come to VHA without significant instructional and leadership development first.

VHA Trainer Career Pathway

Start

Applicant completes VHA Trainer application incl.

CV

Application reviewed for suitability against VHA

Competency Framework and Trainer Role Structure. Where

applicable VHA submits application to external

stakeholders

Trainer receives contract offer, Trainer manual,

conditions of engagement and training plan.

Complete VHA induction training

Process ends (additional Training and

development guidance given)

Trainer level 1 Expenses, Clothing, PPE and rates of pay as per

IEA or ICA

Completes appropriate development activities in

accordance with Competency Framework

and Trainer Role Structure

Is recommended by Manager

Trainer level 2 Expenses, Clothing, PPE and rates of pay as per

IEA or ICA

Completes appropriate development activities in

accordance with Competency Framework

and Trainer Role Structure

Senior Trainer Expenses, Clothing, PPE and rates of pay

as per IEA or ICA

Position available

No

Yes

Is recommended by Manager

Trainer Rates of Pay

Rates of pay reflect the competencies for each of the Trainer levels. This will assist in providing motivation to progress through the levels, and will therefore assist increasing the skill levels at courses.

The following is based on a one-day course structure and is broken down by Delivery, Assessment and Administration. The following figures are worked out on the minimum average number of units of competency (x 4) delivered and assessed per day within a course or programme. Allocation of Trainers to courses is a VHA in-house matter.

Tutor Level 1 Tutor Level 2 Snr Tutor

Delivery per day $350 $400 $450

Assessment per day $50 $50 $50

Admin per day $150 $150 $150

Day Rate Totals $550 $600 $650

Superannuation is paid on top of the prescribed rates.

Tutor Level 1

Travel (flat kilometre rate for courses outside 100km perimeter of home) $0.72 / km

Accommodation subsidy (flat day rate for courses outside 100km perimeter) $110.00 / day

Meals subsidy (flat day rate for courses outside 100km perimeter) $40.00 / day

Case by case expenses i.e. travel time, flights, equipment and venue hire etc. As per prior agreement

100 km perimeter - after which mileage rates apply (or flights and hire car costs whichever is the least), and accommodation and meal costs will be subsidised

Home location