Annual reports

Department of the Environment, Water, Heritage and the Arts Annual Report 2009-10

Department of the Environment, Water, Heritage and the Arts, 2010
ISSN 1441-9335

Corporate Outcome - Improving organisational effectiveness (continued)

Human resources

During 2009-10 the department aimed to attract, develop, engage and retain quality people to ensure corporate goals were achieved and changing business needs were met.

Results 2009-10

Workforce planning, staff retention and turnover

The department developed its new strategic workforce plan covering the period 2009-2012. The key workforce priorities identified in the plan include: attracting a skilled workforce; supporting and engaging our employees; building capacity and strategic leadership; and ensuring an efficient and flexible DEWHA. The outcomes of the plan are closely aligned with the Corporate Outcome: Improving Organisational Effectiveness contained in the department's Strategic Plan - Directions to 2014.

The retention rate for ongoing employees in 2009-10 was 88.3 per cent, compared to 86.5 per cent in 2008-09. The overall separation rate (including promotions and transfers to other APS agencies) was 24.60 per cent, a slight increase from 23.99 per cent in 2008-09. This figure includes the department's non-ongoing employees, primarily employed to meet seasonal operation demands in the Australian Antarctic Division and some of the national parks. Excluding these employees, the separation rate for ongoing employees was 9.75 per cent, a slight increase from 9.45 per cent in 2008-09.

During the year the department initiated an HR Metrics Forum with several similar APS agencies. The purpose of the forum is to facilitate regular HR data and information exchange that allows agencies to undertake more frequent HR metrics benchmarking.

Workforce profile

The department had a diverse workforce, carrying out a range of responsibilities across Australia, Australia's external territories and Antarctica.

The department's workforce statistics are presented in the tables on the following pages. All statistics are as at 30 June 2010

Key to job classification symbols in the tables on workforce statistics
Secretary Secretary of the department
PEO Principal Executive Officer. Refers to the Director of National Parks, a statutory office holder
SES 1-3 Senior Executive Service bands 1-3. Includes Chief of Division, Australian Antarctic Division
EL 1-2 Executive Level bands 1-2
APS 1-6 Australian Public Service levels 1-6. Includes equivalent Australian Antarctic Division levels 1-6. Includes graduate, school leaver and cadet recruits
RS 1-3 Research Scientist (equivalent to APS 6 or EL 1), Senior Research Scientist (equivalent to EL 2) and Principal Research Scientist (equivalent to EL 2)
AMP 1-2 Antarctic Medical Practitioner levels 1-2
AE 1-3 Antarctic Expeditioner bands 1-3
LO 1-3 Legal Officer (equivalent to APS 3-6), Senior Legal Officer (equivalent to EL 1) and Principal Legal Officer (equivalent to EL 2)
PAO 1-4 Public Affairs Officer 1-2 (equivalent to APS 3-6), Public Affairs Officer 3 (equivalent to EL 1) and Senior Public Affairs Officer (equivalent to EL 2)
Job classification, gender, location
Location Gender Classification Total
Secretary PEO SES 1-3 EL 1-2 APS 1-6 RS 1-3 AMP 1-2 AE 1-3 LO 1-3 PAO 1-4
ACT Female 1   24 426 883       9 33 1376
Male   1 35 345 382 2     4 5 774
Antarctica Female               5     5
Male             6 58     64
Indian Ocean Female       1 11           12
Male         22           22
Jervis Bay Female       2 9           11
Male       3 17           20
New South Wales Female       2 4           6
Male       2 10           12
Norfolk Island Female         2           2
Male         8           8
Northern Territory Female       14 148 2         164
Male     2 16 191 7         216
Queensland Female       3 7           10
Male       6 3           9
South Australia Female       3 2           5
Male       3 1           4
Tasmania Female     2 24 105 5 2   1 3 142
Male     5 40 134 35 2       216
Victoria Female       3 5           8
Male       3 1           4
Western Australia Female       2 8           10
Male       6 2           8
Total   1 1 68 904 1955 51 10 63 14 41 3108
Full-time employees under the Public Service Act 1999
  Non-ongoing Ongoing Total by Gender Total
Female Male Sub Total Female Male Sub Total Female Male
Parks Australia Division 33 31 64 98 137 235 131 168 299
Dept - all Other Divisions 100 147 247 1058 831 1889 1158 978 2136
Total 133 178 311 1156 968 2124 1289 1146 2435
Part-time employees under the Public Service Act 1999
  Non-ongoing Ongoing Total by Gender Total 
Female Male Sub Total Female Male Sub Total Female Male
Parks Australia Division 108 121 229 24 5 29 132 126 258
Dept - all Other Divisions 47 28 75 282 56 338 329 84 413
Total 155 149 304 306 61 367 461 210 671

Note: these statistics do not include the Secretary or the Principal Executive Officer.

Employment agreements

The Department of the Environment, Water, Heritage and the Arts Enterprise Agreement 2009-2011 is the principal instrument in determining terms and conditions for non-SES employees within the department. The enterprise agreement came into operation on 14 September 2009 and has an expiration date of 30 June 2011.

In developing the enterprise agreement, emphasis was placed on harmonising terms and conditions for departmental staff and providing flexibility in managing the department's workforce. The enterprise agreement contains provision for Individual Flexibility Agreements to be used where necessary to attract and retain people with particular skills or knowledge by supplementing their terms and conditions.

Prior to implementation of the enterprise agreement, terms and conditions of employment for departmental staff were covered by one or more of the following instruments:

The enterprise agreement is now the sole principal instrument that sets out terms and conditions for non-SES employees. All non-SES employees who were previously on AWAs had their AWA terminated on 14 September 2009 to allow them to transition to the terms and conditions of the department's enterprise agreement.

Remuneration arrangements for SES employees were determined by the secretary, based on individual capacity and job requirements. General conditions were agreed and are set through a comprehensive Common Law Contract. A small number of SES employees remained on AWAs and will progressively transition to Common Law Contracts.

Number of employees under each type of employment agreement
Type of agreement Classification Total
SES non-SES
DEWHA Enterprise Agreement 2009-2011 0 3038 3038
Section 24(1) Determinations 0 0 0
Common Law Contracts 64 0 64
Australian Workplace Agreements 4 0 4
Total 68 3038 3106

Notes:

Excludes the Secretary and the Principal Executive Officer (Director, National Parks).

SES employees currently on AWAs are being phased to Common Law Contracts.

Salary Ranges
Classification Enterprise agreement Common Law Contracts (CLC) Australian Workplace Agreement (AWA)
Australian Public Service Level 1-2 $37,778-$48,011    
Australian Public Service Level 3 $49,289-$54,206    
Australian Public Service Level 4 $55,477-$59,472    
Australian Public Service Level 5 $60,621-$65,409    
Australian Public Service Level 6 $68,229-$76,199    
Executive Level 1 $89,263-$94,436    
Executive Level 2 $101,991-$118,029    
Public Affairs Officer 1 $55,477-$65,409    
Public Affairs Officer 2 $70,275-$78,672    
Public Affairs Officer 3 $89,263-$111,448    
Senior Public Affairs Officer 1-2 $118,029-$125,024    
Legal Officer $50,769-$78,672    
Senior Legal Officer $89,263-$108,202    
Principal Legal Officer $114,792-$125,024    
Research Scientist $68,229-$94,436    
Senior Research Scientist $101,991-$125,024    
Principal Research Scientist $125,440-$140,308    
Senior Principal Research Scientist $145,296-$162,006    
Antarctic Medical Practitioner Level 1 (Head Office) $114,792-$129,204    
Antarctic Medical Practitioner Level 2 (Head Office) $133,080-$148,533    
Expeditioner Band 1 $48,387-$64,792    
Expeditioner Band 2 $59,553-$80,370    
Expeditioner Band 3 $82,713-$94,845    
Antarctic Medical Practitioner Level 1 (Expeditioner) $116,901-$130,960    
Chief of Division 1   $129,200-$157,192  
Senior Executive Service 1   $160,576-$194,683 $139,000-$144,699
Senior Executive Service 2   $197,554-$234,034 $195,328-$212,401
Senior Executive Service 3   $243,587-$285,000  

Notes:

Excludes the Secretary and the Principal Executive Officer (Director, National Parks).

CLC salaries include an amount previously paid as a separate car allowance.

Performance payments

In December 2008 a decision was made to end the performance pay scheme for SES employees. SES salaries were increased on a cost neutral basis to compensate for the loss of performance pay, with appropriate reductions for the cost of superannuation. Only those SES employees whose terms and conditions of employment were set under former AWAs received a performance bonus in 2009-10.

For non-SES employees, 2009-10 was the last year that bonus payments were paid (for the 2008-09 appraisal year) as AWAs were terminated once the Enterprise Agreement 2009-2011 came into operation. Details of payments made during 2009-10 are detailed in the following tables. Payment is linked directly to an individual's performance assessment outcome.

A table showing performance pay by level, average and range follows.

Performance pay for employees up to executive level 2
Performance pay statistic Classification
APS 1-6 Executive Level 1 Executive Level 2
2008-09 2009-10 2008-09 2009-10 2008-09 2009-10
Number of performance payments 1 4 382 331 249 246
Average performance pay $3,366 $6,536.54 $5,338 $5,775.51 $6,737 $8,140.62
Total paid $3,366 $26,146.16 $2,039,456 $1,911,694.13 $1,677,629 $2,002,594.65

Notes:

Performance pay bonus payments made in 2008-09 are for the 2007-08 appraisal cycle.

Performance pay bonus payments made in 2009-10 are for the 2008-09 appraisal cycle.

Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Performance pay for senior executive service employees
Performance pay statistic Classification
SES bands 2 and 3 SES band 1
2008–09 2009–10 2008–09 2009–10
Number of performance payments 22 0 52 2
Average performance pay $12,472.00 0 $7,720.55 $16,372.50
Total paid $274,384.00 0 $401,469.00 $32,745.00

Notes:

Performance pay bonus payments made in 2008-09 are for the 2007-08 appraisal cycle.

Performance pay bonus payments made in 2009-10 were limited to a small number of SES employees who remain on AWAs that continue to provide for performance bonus payments.

Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Payments do not include the secretary and the principal executive officer.

Performance management

During 2009-10 the department increased its focus on addressing issues of poor performance, particularly through training for managers (including as part of the leadership program, outlined below), briefings for all staff, and one on one support for managers on specific issues by members of the people management branch. This helped ensure performance issues were identified and addressed in a timely manner.

Since placing elements of the forms relating to performance agreements online to record participation and ratings, the department had a significant improvement in completion rates. The department is now able to provide monthly reports on completion rates, and peak governance committees are updated regularly. The department also introduced a standard four-point rating scale covering all employees, with detailed descriptions of each rating. This assisted managers to accurately assess employees' performance, and in particular to identify areas requiring development.

Learning and development strategies

Targeted learning and development strategies remained fundamental to the department's ability to retain quality staff, and strengthen our talent identification and succession management strategies. All staff members were required, under the terms of the Enterprise Agreement, to have a learning and development plan. The plan clearly identified both the learning needs and the solutions necessary to ensure staff had access to the learning and development opportunities needed to undertake their work.

The highly successful leadership program for executive level employees continued during the year, with emphasis on delivering skills in maximising performance. Over 625 executive level and senior executive service staff members participated in one or more of the leadership program elements to date. Other learning and development programs to address specific business needs were delivered during the year. They included negotiation skills, legislation and decision making, and project management.

The year saw an increase in online learning applications to educate employees about concepts, business processes and computer applications. The online orientation program enabled new employees to rapidly gain knowledge of departmental practices and procedures, and continued to undergo significant expansion during the year. New employees were able to complete relevant portions prior to commencement. Online information technology training programs assisted staff members to improve their computer skills. Other online programs provide easily accessible training in aspects of finance, security, code of conduct, and occupational health and safety.

A new Diversity Plan 2009-2012 was finalised during the year and implementation commenced. Three seminars were held during the year to raise the awareness of existing employees about the importance of diversity. A new English as a Second Language program, delivered by the Canberra Institute of Technology, was trialed in August 2009 with a program tailored for the department which commenced in May 2010.

The implementation of the Indigenous Employment and Capability Strategy continued. The Indigenous mentoring program continued to grow with 46 mentors currently trained. One Indigenous Cultural Awareness program was conducted in Canberra, while new Indigenous Cultural Awareness program pilots were developed in Uluru-Kata Tjuta and Kakadu National Parks for in-house delivery in remote areas. The Australian Public Service Commission also ran five of its Indigenous Career Trek programs, one at Uluru-Kata Tjuta National Park, and two each at Booderee National Park and Kakadu National Park.

Staff utilised external development programs, where the focus is on broader management and leadership skill development. These included: the Public Sector Management program; the Career Development Assessment Centre program of the Australian Public Service Commission; the Cranlana Leadership program; and the Executive Masters in Public Administration and the Towards Strategic Leadership program, both offered by the Australian and New Zealand School of Government. These courses, along with the department's own leadership development program, were important elements of its succession management and talent development programs.

Rewards and recognition

The department developed a range of reward and recognition programs, both formal and informal, to help ensure that initiative, commitment and high performance are recognised in appropriate and timely ways.

A key rewards and recognition program is the annual Australia Day Achievement Awards. At the department's 2010 Award ceremony the secretary presented 35 awards to 15 individuals and 20 teams. Award recipients included:

The DEWHA annual Secretary's Awards recognise achievements in various areas of endeavour that are critical to meeting the department's outcomes under the strategic plan, serving ministers and the government, and making a positive difference to the community and the environment.

In August 2009 the secretary presented a total of 23 awards in two categories. The first category recognised 16 teams or individuals for their sustained contribution towards realising the department's outcomes. The second category recognised seven teams or individuals for cross-divisional teamwork that helped realise the department's outcomes. Individuals and teams at division level were also awarded certificates.

Occupational health and safety

The department was committed to providing a safe and healthy workplace for all its employees and visitors, in accordance with the Occupational Health and Safety Act 1991.

Health and safety management arrangements

The department's health and safety management arrangements (HSMA) and Occupational Health and Safety (OHS) Policy detail how this will be achieved. The HSMA was approved in 2008 following consultation with employees. Variations to the HSMA, to reflect the structure and current arrangements in the department in 2009-10, have been undertaken following consultation with employees and with the approval of the departmental OHS Committee. The HSMA included details on the department's:

Variations to the HSMA in 2009-10 included the:

Where incidents did occur, the department was committed to supporting and assisting ill and injured employees to return to work in a safe work environment. This was in accordance with the department's fitness for duty and rehabilitation policy and guidelines.

Health and safety initiatives

The focus for 2009-10 was on ensuring legislative compliance particularly in relation to health and safety committees. This included:

To actively promote a healthy workforce, the department:

All employees were actively encouraged to report hazards and incidents in the workplace. The department reported on this data to senior management forums and at all levels of OHS Committee meetings.

To address the impact of overuse related reports and injury, the department established a panel of providers of workstation assessments. The department can conduct basic assessments for employees reporting discomfort or following accommodation relocations internally. Where an employee is reporting a specific injury or assistance cannot be provided in a timely manner, the assessment is referred to an external provider from the panel. With clear deliverables by the provider, individual needs can be met, quickly and efficiently. This has the potential to reduce the cost and severity of injury associated with overuse-related injuries.

Local health and safety committees were involved in monitoring activities within their area of responsibility. This included monitoring reports of hazards, injury and disease, OHS inspections and following up on and implementing recommendations.

Workers compensation premium

In 2009-10 the workers compensation premium rate for the department was 1.39 per cent. This was due to:

Notifiable incidents

In accordance with section 68 of the Occupational Health and Safety Act 1991, certain incidents are notifiable to Comcare within specific time frames. The following table details the incidents that were notified in 2009-10

Notice Type Canberra workplaces Parks Australia Australian Antarctic Division (AAD) Supervising Scientist Division (SSD)
Death 0 3 * 0 0
Serious Personal Injury 1 14 10 0
Dangerous Occurrence 1 3 10 0
Incapacity longer than 30 working days/shifts 0 0 0 0

* The deaths of three visitors to national parks occurred as a result of natural causes.

Details of notices

There were no provisional improvement notices issued under s29 of the Occupational Health and Safety Act 1991. There were no improvement or prohibition notices issued under s46 or s47 of the Occupational Health and Safety Act 1991.

Investigations conducted by Comcare

An investigation into the use of strike-anywhere matches in Kakadu National Park was conducted under s43 of the Occupational Health and Safety Act 1991. The investigation found that the department had breached its duty of care under s16 of the Occupational Health and Safety Act 1991 but that no enforcement action was proposed. The department has conducted a risk assessment and has modified how the matches are used and stored.

An investigation into a bandsaw incident at Casey Station, Australian Antarctic Division was conducted under s43 of the Occupational Health and Safety Act 1991. There were no recommendations made by Comcare, however, the incident was notified outside the time frame under s68 of the Occupational Health and Safety Act 1991. To prevent a recurrence, Australian Antarctic Division will develop safe operating instructions for each piece of workshop machinery and have these installed near machines on the stations.

A prohibition notice issued under s46 of the Occupational Health and Safety Act 1991 into conduct of road works in Uluru-Kata Tjuta National Park from April 2008 was lifted. The investigation found that the department had breached its duty of care under s16 of the Occupational Health and Safety Act 1991 but no enforcement action was proposed. A change in work practices resulted in the notice being lifted.

Commonwealth Disability Strategy

The Commonwealth Disability Strategy is a framework for Australian Government departments to help them improve access for people with disabilities to government programs, services and facilities. The strategy includes a performance reporting framework built around the five key roles of government: policy adviser, regulator, purchaser, provider and employer. Departments must include reports on their performance in implementing the strategy in their annual reports.

In 2009-10 the department:

Performance against 2009-10 indicators

The department was committed to strengthening consultation with, and consideration of, the changing needs of both potential and existing employees with disability.

The department's performance in implementing the Commonwealth Disability Strategy
Performance indicator Results 2009–10
Policy adviser
New or revised policy/program proposals assess the impact on the lives of people with disabilities prior to decision. The department's Disability Action Plan 2009-2011 ensures that the department meets the performance reporting requirements established by the Commonwealth Disability Strategy.
People with disabilities are included in consultations about new or revised policy/program proposals. Under the Disability Action Plan, policy developers and reviewers are required to complete a Checklist for Developing Reports, Policies and Procedures in Consultation with People with Disabilities.
Public announcements of new or proposed policy/program initiatives are available, in accessible formats, for people with disabilities. Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html

Additional fact sheets are available on request from the community information unit.

Legislative instruments are accessible via the internet at www.comlaw.gov.au . Administrative instruments are available in the Australian Government Gazette and, where required, on the department's website.

For information provided on the website, the department continues to be committed to meeting best practice guidelines and the priority-one requirements of the World Wide Web Consortium Content Accessibility Guidelines.
Regulator role
Publicly available information on regulations and quasi-regulations is available, in accessible formats, for people with disabilities.

Publicly available regulatory compliance reporting is available, in accessible formats, for people with disabilities.		 Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html

Additional fact sheets are available on request from the community information unit.

Legislative instruments are accessible via the internet at www.comlaw.gov.au . Administrative instruments are available in the Australian Government Gazette and, whererequired, on the department's website.

The department responds to specific requests by fax, email or post.
Purchaser role
Processes for purchasing goods and services with a direct impact on the lives of people with disabilities are developed in consultation with people with disabilities. Purchasing specifications and contract requirements for the purchase of goods and services are consistent with the requirements of the Disability Discrimination Act 1992, and are available, in accessible formats, for people with disabilities.

Where procurement action is taken through the AusTender site, information is available, in accessible formats, for people with disabilities.

In the purchase and deployment of Information and Communications Technology, the department uses the Assistive Technology for Employees of Australian Government Better Practice Checklist.1

All procurement actions stipulate the need for equipment that is user friendly for people with disabilities.

The department has a user group to address the needs of users of voice-activated software. Contracts/licensing arrangements for voice-activated software, ensure that all users of such software within the department are working with the same software version.

Complaints/grievance mechanisms, including access to external mechanisms, are in place to address any concerns raised about procurement.
Purchasing specifications and contract requirements for the purchase of goods and/or services are consistent with the requirements of the Disability Discrimination Act 1992. The department's procurement guidelines complement the Commonwealth Procurement Guidelines issued in December 2008. They are consistent with the requirements of the Disability Discrimination Act 1992.

Long and short form contracts both make reference to the Disability Discrimination Act 1992.
Publicly available information on agreed purchase specifications is provided, in accessible formats, for people with disabilities. The department's procurements valued at $80,000 or more are advertised and are available for download on AusTender, which meets the Australian Government online standards on access for people with disabilities.
Complaints/grievance mechanisms, including access to external mechanisms, are available to address issues and concerns about performance by purchasers. The department has a complaints and grievance mechanism in place in accordance with the Commonwealth Procurement Guidelines 2008.
Service Provider role
Mechanisms are in place for quality improvement and assurance. Service Providers have established mechanisms for ongoing quality improvement and assurance.

Where practicable and safe, access is provided to public areas of Commonwealth parks and reserves. However, physical access to the terrestrial reserves varies according to the nature of the terrain.

Information on parks and reserves is available, in accessible formats, on the department's website at www.environment.gov.au/parks and in hard copy from park management.
Service charters have been developed that specify the roles of the provider and consumer and adequately reflect the needs of people with disabilities. The department's service charter commits the department to be respectful and sensitive to the needs of all clients.
Complaints/grievance mechanisms, including access to external mechanisms, are available to address concerns raised about performance. There were no reported access-related complaints received by the department in 2009-10.
Employer role
Recruitment information for potential job applicants is available, in accessible formats, on request. Applicants are requested to advise whether they require accessible formats when preparing their application. Applicants are also asked to advise whether they require special arrangements during the recruitment process.
Agency recruiters and managers apply the principle of reasonable adjustment. The department's recruitment and selection policy and procedures require recruiters and managers to actively apply the principle of reasonable adjustment.
Training and development programs consider the needs of employees with disabilities. In-house training and development programs incorporate information on people with disabilities, where this is relevant, and ensure that accessible venues are used to meet the needs of disabled participants.
Training and development programs include information on disability issues, as they relate to the content of the programs. For in-house training, all internal and external providers must ensure that disability issues are addressed in the delivery of their programs.

Managers are responsible for monitoring whether information on disability issues is provided, when referring employees to individual programs provided by the private sector.
Complaints or grievance mechanisms, including access to external mechanisms, are in place to address issues and concerns raised by employees. The DEWHA Enterprise Agreement 2009-2011 sets out procedures for complaints and grievances.

1 Australian Government Information Management Office, Assistive Technology for Employees of Australian Government, Better Practice Checklist No. 22.

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