Based on your current level within the existing award structure, your position would be classified as Band 8 under the proposed DHHS General Stream model.

Read the classification descriptor for a DHHS Band 8 position

The following table shows how your current level and increment translates to a new level within DHHS Band 8. For example, if you are an admin and clerical employee at level 12 (shown in yellow below), you will be reclassified as the "B8-R1-1" level within Band 8 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 all DHHS General Stream bands

Read the differences between General Stream bands

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Classification descriptor

Focus

Positions with a management focus lead a complex functional or program unit to deliver outcomes that are of significant strategic importance for the agency.

Specialists involved with a highly specialised program contribute to the strategic planning and decision-making process.

Formulates and implements the milestones, priorities and approach to program delivery.

Develops and modifies program strategies and policies, rules, systems and procedures to achieve specified outcomes.

This may modify the approach to established processes within a defined policy, regulatory and operational framework.

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.

Considerable operational autonomy according to government policy and broad corporate objectives.

A complex specialised environment which requires the development, implementation and modification of program-specific strategy, policy, principles, systems and processes. These are consistent with corporate strategy, policy, regulatory or technological developments.

Emerging issues can be due to significant operational concerns and can anticipate regulatory change.

Established precedents and policies may require interpretation for operational effectiveness.

Shares the determination of program-specific policy and processes to meet core organisational objectives and strategies. This can include broadly based operational policies, professional programs, organisation-wide policies and specialised projects.

Expertise

High level knowledge and expertise in the required discipline, field or program activity gained through extensive experience.

High level understanding of the structures and 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 manage and lead a functional unit or program activity.

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

Incorporates knowledge and advice from related fields or disciplines into program 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 principles, precedents and procedures.

Manages networks of staff and stakeholders and promotes co-operation, teamwork and understanding in undertaking demanding and complex processes.

Develops productive relationships with specialists and stakeholders with similar levels of skill and experience in various fields or program areas to share ideas and to resolve problems.

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

Represents the organisation with the authority to conduct and commit to a negotiated outcome regarding strategies, policies, programs and objectives for the area of responsibility and which have implications for the agency.

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

Judgement

Identifies, defines and develops options for complex policy and program delivery within a functional area and recommends solutions to unusual or emerging problems.

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 regarding the implementation of government and organisational strategy and policy associated with strong research, investigative, analytical and appraisal skills.

Options provided and solutions recommended may require the development of new program strategies, policies, plans and procedures with significantly altered organisational outcomes.

Alternative sources of advice may be limited within the agency.

Influence of outcomes

Advice and recommendations are provided routinely to the Head of Agency in relation to the effectiveness of functional or program activity and service delivery.

There is a strong influence on other functional areas within the agency and occasionally on related functions in other agencies.

The nature of the response required to address emerging trends may alter the way work is organised and /or performed within the functional or program area.

Developments may improve program functions and organisational efficiency and performance and improved integration of activities within the functional area.

Community, client and stakeholder regard for the implementation of government policy through program or service delivery outcomes may be affected.

Responsibility for outcomes

Responsible for the efficient and effective operation of the functional or program area requiring budget management, optimal use of resources and maintaining and/or modifying strategy and 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.

Specialists are required to remain abreast of contemporary developments, to identify emerging trends and to maintain a network of peers and specialists in the subject area.

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