Department of Sustainability, Environment, Water, Population and Communities
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- Bu səhifədəki naviqasiya:
- Learning and development
- Code of conduct and ethical standards
- Remuneration for senior executive service officers
- Performance pay The department no longer offers performance bonuses to staff. Performance pay arrangements have not been made since 2009–10. Disability reporting mechanisms
Human resourcesThe department aims to attract, develop, engage and retain quality people to ensure corporate goals are achieved and changing business needs are met. Results for 2012–13
Workforce profileThe department has a diverse workforce with some 2724 people located in all states and territories, Australia’s external territories and Antarctica. Of these, 1907 employees, (70 per cent), were located in Canberra and 817 (30 per cent) outside of Canberra. Approximately half (50.6 per cent) of employees were employed at the Executive Level 1 and Australian Public Service (APS) Level 6 classifications. Further information about the department’s workforce is provided at Appendix 1: Workforce profile. Performance managementThe department strives for continuous improvement to its operations by:
The department’s Core Capability Framework outlines the core skills and capabilities that are critical to the success of the department. It defines the core capabilities required of all staff and is a core component of the performance scheme. A manager-one-removed upward feedback process was implemented during the year to encourage employees to provide constructive feedback on managers’ and teams’ performance. This process was designed to be similar to a 360 degree process whereby a more complete, accurate and fair appraisal of performance is provided. The department also updated the performance templates and rating descriptors to enable managers and employees to focus on good performance and to simplify procedures. During 2012–13 the department continued to provide training through structured courses and one-on-one training assistance to managers. This helped managers identify performance issues and address them in a timely manner. Training and information sessions were also provided to divisions on the Performance Development Scheme framework, including the operation of the manager-one-removed process. Completion rates and performance ratings of performance agreements continue to be provided to the Workforce Management Committee to highlight any trends. Workforce planningThe retention rate for ongoing employees in 2012–13 was 87.5 per cent, compared to 89 per cent in 2011–12. The overall separation rate (excluding casuals, machinery of government changes and temporary transfer ends) was 26.1 per cent, an increase from 25.5 per cent in 2011–12. This figure includes the department’s non-ongoing employees, primarily employed to meet seasonal operational demands in the Australian Antarctic Division and some national parks and separations initiated by the department (dismissals and voluntary redundancies). Excluding these employees, the employee initiated separation rate for ongoing employees was 7.7 per cent, a decrease from 10.7 per cent in 2011–12. During 2012–13 a comprehensive environmental scan was conducted that explored the department’s operating environment and identified challenges for the workforce over the next four years. The Environmental Scan 2012 did not identify any major or systemic workforce issues and the challenges and strategies outlined in the subsequent DSEWPaC Strategic Workforce Plan 2013–2016 (approved and endorsed by the Executive Board in March 2013) sought primarily to maintain aspects of the workforce that are performing well while building capacity in areas where there is the ability for the department to improve or excel. The Strategic Workforce Plan 2013–2016 is supported by a schedule that breaks down the challenges and strategies identified in the plan into required actions. Progress against these actions will be monitored during the coming year and reported to the senior executive. Workforce planning is also being embedded in divisional action planning which encourages divisions to focus on challenges specific to the division.
Enterprise agreementThe department’s Enterprise Agreement 2011–2014 complies with the APS bargaining framework and aims to increase the department’s efficiency and effectiveness, improve the department’s policy and program outcomes, and enhance the quality of employees’ working lives. The current enterprise agreement includes the provision of individual flexibility arrangements. These can be offered in recognition of particular skills, capabilities or additional responsibilities or to help meet special workplace circumstances and/or operational requirements. There were 57 individual flexibility arrangements in place at 30 June 2013. Learning and developmentDeveloping people and demonstrating a commitment to a culture of learning remained central to attracting and retaining high-quality staff in 2012–13. The department provided opportunities for staff to access wide-ranging learning and development activities, both in house and externally. In addition, approximately 141 staff members received support to undertake tertiary study. It has also remained a priority, particularly at the divisional level, to give employees development opportunities to continually strengthen the skills and knowledge needed to conduct the department’s business and achieve results. This includes specialist skill development, offered in a number of divisions to meet technical requirements. The ongoing use of a learning and development plan within performance agreements has played an important role in this regard. Three courses were run under the Excellence in Leadership and Management Program (ELM), attended by 74 employees. This program developed participants’ strategic leadership and people management capabilities. Other offerings under the ELM program included insight seminars where senior executives shared their experiences of past departmental challenges and key learnings from those experiences. Harvard ManageMentor® licences were purchased for 500 senior executive and executive level staff. This program is an e-learning tool for performance support and self-development and a teaching resource to conduct leader-led activities. Using other internal and external development programs, staff also undertook training in various aspects of public policy and administration, such as legislation and decision making in the APS. A new online program was rolled out to provide training aspects in cultural competency. Existing e-learning modules in selection advisory committee accreditation, orientation and security training were also updated. In addition the department delivers significant learning and development activities as part of specialist recruitment programs such as the graduate program and some entry-level apprenticeships.
The department promotes its Conduct and Ethical Behaviour Framework Policies and Guidelines, which positively assists all employees and managers with their responsibilities and obligations in the context of the APS Values and ethical workplace behaviour standards and expectations. The People Strategies Branch within the Corporate Strategies Division provides education, guidance and advice to staff on all aspects of the APS Values and Code of Conduct as well as fraud awareness initiatives. The branch also delivers specialised internal investigation services and takes appropriate action when allegations are received about suspected misconduct, internal fraud or other criminal behaviour by departmental staff.
In determining the parameters for remuneration, ranges are set for each classification following consideration of annual benchmarking data such as the APS Remuneration Survey, the Australian Government Employment Bargaining Framework, general economic conditions and portfolio and departmental performance. Performance payThe department no longer offers performance bonuses to staff. Performance pay arrangements have not been made since 2009–10. Disability reporting mechanismsSince 1994 Commonwealth departments and agencies have reported on their performance as policy advisers, purchasers, employers, regulators and providers under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin. These reports are available at: www.apsc.gov.au. From 2010–11 departments and agencies are no longer required to report on these functions. The Commonwealth Disability Strategy has been overtaken by a new National Disability Strategy 2010–2020 which sets out a ten year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high level two-yearly report will track progress against each of the six outcome areas of the Strategy and present a picture of how people with disability are faring. The first of these reports will be available in 2014, and will be available at: www.dss.gov.au. The Social Inclusion Measurement and Reporting Strategy agreed by the government in December 2009 will also include some reporting on disability matters in its regular How Australia is Faring Report and, if appropriate, in strategic change indicators in agency annual reports. More detail on social inclusion matters can be found at: www.pandora.nla.gov.au. DiversityThe department upholds the APS Values and Code of Conduct in promoting a positive culture where diversity is recognised, encouraged and celebrated through a number of employment strategies and programs, including the department’s Diversity Plan 2009–12. A new Diversity Strategy 2013–2017 has been developed. The department’s diverse workforce includes Aboriginal and Torres Strait Islander people, people with disability and people from a non-English speaking background (NESB). Table 9: Diversity groups
Note: This data is for ongoing staff as at 31 December 2012. The data has been sourced from the Australian Public Service Employment Database, which is managed by the Australian Public Service Commission. It is important to note that it is voluntary for staff to identify as belonging to a diversity group. As part of the Indigenous Employment and Capability Strategy 2012–14 the department held its second annual workshop for the executives of the Indigenous staff networks in Canberra and the annual national Indigenous staff conference in late April/early May. The department supports three networks for employees based in Canberra, in Kakadu and in Booderee. Training activities included one cultural awareness seminar in June and the purchase of 40 Indigenous cultural competency licences to trial delivery of online training. In 2012 four Indigenous participants completed the department’s graduate program; one Indigenous graduate was recruited to the 2013 graduate program. In 2012 four Indigenous cadets were employed by the department, two of whom were continuing cadets from 2011. The 2013 Kevin McLeod Award was awarded to Bernie McLeod for an exchange to Kakadu National Park and to three school-based apprentices at Booderee National Park. The award honours the memory of Kevin McLeod, a long-term departmental staff member. It encourages staff to undertake projects with a strong emphasis on learning, which reflects Kevin’s passion for looking after country and people and for living reconciliation. The department’s RAP for 2013–15 (its second) was launched on 28 February 2013. It consolidates and advances the department’s efforts to achieve mutual respect, build stronger relationships and provide opportunities with and for Aboriginal and Torres Strait Islander people. The department’s RAP and Closing the Gap champion is Deputy Secretary Kimberley Dripps, who reports to the Executive Board on the work of the RAP Steering Committee. Programs offered to staff in 2012–13 included:
Programs for employees with disabilities are listed below:
The department sought to build and maintain strong relationships with the full range of stakeholders by providing good-quality information about activities and services that are accessible to all Australians. For example, it:
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