Based on your current level within the existing award structure, your position would be classified as Band 7 under the proposed DHHS General Stream model.

Read the classification descriptor for a DHHS Band 7 position

The following table shows how your current level and increment translates to a new level within DHHS Band 1. For example, if you are an admin and clerical employee at level 10 (shown in yellow below), you will be reclassified as the "B7-R1-A" level within Band 7 under the proposed General Stream model for DHHS employees .

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

A salary progression point (the last number in the level number) was formerly known as an increment.  It is proposed to now only be available on the basis of demonstrated performance, rather than the current requirement of “…diligence, conduct and efficiency.”  The criteria for the performance assessment are being developed.

An Advanced Assessment Point (AAP) is a “soft barrier” to a higher salary range in a particular Band by demonstrating higher levels of competency and/or performance. Promotion is not required.  The AAPs in the proposed structure provide access to levels that require promotion under the current arrangements.

The criteria to satisfy progression beyond an AAP will be specific to the type of occupation at each particular classification level.  The criteria is being developed and is subject to discussions with agencies and unions.

Download the table for DHHS General Stream bands 1 - 8

Read the differences between General Stream bands

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Classification descriptor

Focus

Positions with a management focus, or specialists responsible for a specialised program, lead a complex activity or program unit within a functional area to deliver outcomes that are significant for the agency.

A management role determines milestones, objectives, methods and priorities to support complex activities within a specified program. 

Specialists develop rules, guidelines and systems to achieve program objectives.  This may modify the approach to established processes within a defined policy, regulatory and operational framework.

Operates with considerable autonomy and is required to provide leadership regarding the design, development and operation of activities which have significant implications within the agency.

Context and framework

The work area unit or program activities have a direct and significant effect on organisational outcomes and the achievement of corporate objectives.

Established decision-making and operational frameworks may require considerable interpretation and initiative to provide effective program and service delivery outcomes.

A complex specialised environment implementing conventional plans, systems and procedures.  These evolve and are modified according to policy, regulatory and/or technological requirements and developments.  

The need for change is to resolve complex operational service delivery issues and/or to significantly improve client satisfaction.

Defines core program and service delivery issues to develop options and recommendations for operational change and/or for new research projects.

Shares the determination of program-specific processes and service delivery to meet key organisational objectives and strategies.  This can include operational policies, professional programs, organisation-wide service delivery and specialised projects.

Expertise

High level specialised expertise in the relevant discipline and associated field of activity gained through extensive experience.

High level knowledge of the operational and service delivery processes of government, the relevant industry sector and the employing agency and of the interaction between them.

Management positions require highly developed management skills and expertise to lead a defined complex activity or program within a functional area.

Positions providing technical or policy advice require highly developed expertise based on specialised subject matter knowledge.

Incorporates knowledge of related activities within the functional area to improve operational effectiveness and service delivery.

Interpersonal skills

Leads, motivates and gains the co-operation of others in the achievement of difficult and sometimes conflicting objectives, which may include incompatible processes, in developing or implementing improvements to established plans, systems and procedures.

Manages staff and stakeholders and promote co-operation, teamwork and understanding in undertaking specialised and complex processes.

Develops productive relationships with specialists and stakeholders with similar levels of skill and experience in related field or program area to share ideas and to resolve problems.

Clearly articulates complex and difficult issues to staff and stakeholders in terms which are understandable by the audience. 

Represents the organisation with the authority to conduct and commit to a negotiated outcome regarding operational processes for the area of responsibility and which may have operational implications beyond the functional area or program activity.

Models a high standard of ethical behaviour and promotes values and a workplace culture to support this standard.

Judgement

Identifies, defines and develops options and recommendations to implement and improve the delivery of complex specialised programs and/or services within a functional area which may include responding to new and emerging developments.

Solutions are constrained by the existing policy and regulatory framework, budget and resource considerations, established program delivery methodologies, influential stakeholders and community expectation.

Highly developed theoretical and applied thinking skills.  Flexibility, creativity and innovation associated with research, investigative, analytical and appraisal skills.

Options provided and solutions recommended may require the development of new operational systems and methods for improved service delivery outcomes.

Alternative sources of advice may be limited within the agency. 

Influence of outcomes

Advice and recommendations are provided indirectly to the Head of Agency in relation to the management of the activity or program unit and the development and/or implementation of new plans, systems or procedures.  Service delivery or program outcomes are altered.

There is a direct effect on the implementation of government policy through the effectiveness and efficiency of program and service delivery outcomes.  There may be a strong influence on related program activities in the functional area.

Operational changes may alter service delivery or program outcomes and may influence the work of related activities within the functional unit or program area.  On occasion this may affect related functional or program areas in other agencies.

Advice provided is authoritative, specialised consultative or management advice to a particular program or range of activities

Responsibility for outcomes

Responsible for the efficient and effective operation of the program or service delivery activity including budget management, optimal use of resources and maintaining and/or modifying policy, administrative processes and research projects.  This includes planning future activities, negotiating for appropriate resources and determining measures for accountability.

Managers are accountable for managing the performance and development of staff and specialists for mentoring and role-modelling less experienced staff.

Considerable independence in determining priorities and approach to managing the activities of the program or unit.

Specialists are required to remain abreast of contemporary developments.

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