Address: Main Office: John Gorton Building

Resources

The following resources relate to information referred to in Outcome 6, Sustainable Population and Communities.

Housing Supply and Affordability www.environment.gov.au/housing/index.html

Living sustainably www.environment.gov.au/sustainability/index.html

Sustainability publications www.environment.gov.au/sustainability/publications/index.html#housing

Kings Park and Botanic Garden, Western Australia. (Mark Mohell)

corporate outcome: Organisational effectiveness and efficiency

‘Improve the effectiveness and efficiency of the department.’

at a glance

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  2 945 people were employed by the department in locations around Australia and Australia’s external territories including Antarctica, Coral Sea Islands, Norfolk Island, Heard and McDonald Islands, Ashmore Reef and Cartier Island, Cocos and Christmas Islands.
  
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  The median age for ongoing employees was 40.7 years (female: 38.8; male: 43.9).
  
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  13 292 enquiries from the Australian community were received by the department.
  
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  11 459 items of correspondence were received by ministers and the parliamentary secretaries.
  
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  Over 9.6 million visits were made to the department’s websites.
  

Corporate Outcome: Organisational Effectiveness and Efficiency

corporate outcome

Policy and Communications Division (PCD)

Main responsibilities

The division consists of two branches, the Strategic Advice Branch and the Communications and Ministerial Services Branch. The division provided high level strategic advice and support services to the secretary and the executive and ministers on a range of cross-portfolio matters including policy coordination, managing the portfolio’s budget and wider corporate reform activities. PCD is also held responsible for strategic planning, secretariat services, economic and legal advice, communication and stakeholder relations and all ministerial and parliamentary business.

The Corporate Strategies Division (CSD)

Main responsibilities

CSD provided policy leadership, corporate support and coordination in relation to human resources, financial management and reporting, office accommodation and environmental management systems.

The Business Improvement Division (BID)

Main responsibilities

BID was responsible for the coordination, monitoring and reporting on Business Improvement Program activities. These included governance, information management, procurement and contract management, project and grants management, risk management and internal audits. This division was established in July 2010 as the result of numerous internal and external reviews of the department. The division was wrapped up on 30 June 2011 with its functions absorbed by other divisions.

Information Management Division

Main responsibilities

Under the guidance of the departmental Information Management Committee, the Information Management Division (IMD) is implementing a comprehensive information reform agenda. The division was formed in June 2010 in response to the Shepherd Review of the department’s practices and performance in the broad domain of information acquisition (including research), management and technology.

Objectives

Key objectives included:

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  ensuring that our governance and risk management frameworks supported sound decision-making
  
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  providing advice and support to the minister, parliamentary secretary and department in their stakeholder and communication activities
  
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  developing and maintaining strong systems, policies and processes to support the work of the department
  
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  continuous improvement of the department’s ICT business systems and tools and information management frameworks
  
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  reinforcing a strong client focus to support staff in doing their business better
  
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  facilitating sound financial results and good budget outcomes for the department.
  

Human resources

The department aims to attract, train and retain quality people who can help achieve corporate goals and assist the department in meeting changing business needs.

Workforce profile

The department has a diverse workforce with some 2 945 people located in all states and territories, Australia’s external territories and Antarctica. 1 997 staff, 73.5 per cent, were located in Canberra and 719, 26.5 per cent, outside of Canberra.

Three quarters, 77.2 per cent of staff were employed at the Executive Level 1, Australian Public Service (APS) Level 6, APS Level 5 and APS Level 4 classification.

Performance management

The department strives for continuous improvement to its operations by:

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  encouraging leadership capabilities and behaviours and eliciting the best from staff
  
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  developing strong relationships with stakeholders
  
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  strengthening business systems and governance practices.
  

Guiding principles

The following nine principles guide all aspects of the department’s work:

1. 
   Living the APS Values: We adhere to the APS Values.
   
2. 
   A positive working environment: We are committed to maintaining a positive working environment, where all people are respected and valued.
   
3. 
   Accepting personal responsibility: We take personal responsibility for our own performance and for contributing to the overall success of our department.
   
4. 
   A proactive attitude in all we do: We adopt a proactive approach to our work, anticipating problems and finding ways to solve them.
   
5. 
   Delivering to high standards: Our success depends critically on planning, implementing and delivering our programs, functions and projects according to the very highest standards.
   
6. 
   Rigorous and balanced policy advice: Our policy advice is anchored by rigorous analysis and the best available evidence.
   
7. 
   Flexibility to changing priorities: We strive to be an agile organisation, valuing our capacity to adapt to changing priorities.
   
8. 
   Openness to new ideas and approaches: We actively explore innovative ideas in our policy advice and program implementation.
   
9. 
   A commitment to learning: We value opportunities for learning and actively build on our experiences to improve the way we work and deliver our programs.
   

Results 2010–11

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  A 76 per cent response rate to staff survey conducted in November.
  
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  Staff Survey Action Plans developed.
  
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  Issues of underperformance and inappropriate conduct in the department addressed, managers provided access to training to help address these issues.
  
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  A new enterprise agreement for non-SES staff negotiated, with a vote scheduled in July 2011.
  
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  Coordinated the transfer of personnel in line with the September 2010 Machinery of Government changes–specifically 60 staff from the Department of Families, Housing, Communities and Indigenous Affairs and 282 staff to the Department of Prime Minister and Cabinet.
  
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  The government’s Paid Parental Leave scheme implemented.
  
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  Streamlined human resources business processes through improved customer service and technology.
  

Workforce planning and staff retention

The retention rate for ongoing staff in 2010–11 was 86 per cent, compared to 88.3 per cent in 2009–10. The overall separation rate (including promotions and transfers to other APS agencies) was 27.3 per cent, an increase from 24.6 per cent in 2009–10. This figure includes the department’s non-ongoing staff, primarily employed to meet seasonal operational demands in the Australian Antarctic Division and some national parks. Excluding these staff, the separation rate for ongoing staff was 13.1 per cent, an increase from 9.8 per cent in 2009–10.

The department continued to lead the human resources Metrics Forum it established in late 2009. Its purpose is to exchange HR data and information between a number of agencies, allowing them to undertake more frequent HR metrics benchmarking. The forum comprised 13 agencies as at 30 June 2011 and met three times during 2010–11. Analysis of the metrics has informed a number of initiatives in the department in 2010–11.

During 2010–11 the department provided training to managers through the leadership program, the ‘Performance Development Scheme for Managers’ and through one-on-one training assistance provided by the Workforce Strategies Branch. This training helped ensure performance issues were identified and addressed in a timely manner.

The department reports on completion rates of the performance management system and also on the performance ratings given to staff. This data is analysed for trends. The Workforce Management Committee regularly reports on the completion rates and performance ratings given to staff.

The Senior Executive Service (SES) performance framework was extensively reviewed during the year, and a new SES performance agreement template introduced for the 2011–12 year. The framework focuses on delivery of business plans, capabilities and identified areas of particular focus for the year.

Enterprise agreements

The department commenced bargaining for a new enterprise agreement in April 2011 to replace the Department of the Environment, Water, Heritage and the Arts Enterprise Agreement 2009–11. Eight meetings of the bargaining committee were held, including meetings at the Darwin and Hobart offices, between April and June. The proposed agreement was developed within the parameters of the APS Bargaining Framework and included the proposed adoption of 24 common terms and conditions and several model clauses.

The proposed agreement included the provision of Individual Flexibility Agreements. 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 63 Individual Flexibility Agreements in place at 30 June 2011.

Table 1: Number of Individual Flexibility Agreements in the department by division

Division	No. IFAs
Australian Antarctic Division	18
Corporate Strategies Division	8
Environment Quality Division	4
Executive	1
Information Management Division	7
Land and Coasts Division	3
Parks Australia Division	8
Policy and Communication Division	2
Supervising Scientist Division	3
Water Efficiency Division	2
Water Governance Division	2
Water Reform Division	5
Total	63

Performance pay

The department no longer offers performance bonuses to staff. Performance pay arrangements have not been made since 2009–10.

Learning and development

The department’s ability to attract and retain quality staff has been assisted by targeted learning and development strategies focused on talent identification, succession management and identifying capabilities to deliver departmental business.

Under the terms of the enterprise agreement all staff members were required to have a learning and development plan within their performance agreement.

In 2010–11 the department provided opportunities for staff to access job related learning and individual career development activities, including in–house and externally-sourced training and development. Approximately 120 staff members received support to undertake tertiary study.

The Leadership Development Program entered its third year with a continued emphasis on delivering skills to maximise the leadership and people management performance of mainly middle-level managers. A total of 840 executive level and senior executive service staff members have now participated in the program.

In February 2011 the leadership course Building Productive Partnerships was introduced for APS6 level staff. The course aligns with an existing leadership program used by the department, thereby contributing to a common understanding of leadership skills amongst staff.

During the year SES officers took part in a 360 degree learning and development survey. The results provide the basis for an individual learning and development plan.

Online systems to support learning and development continue to expand. Site-specific modules were added to the online orientation program for the Australian Antarctic Division, Uluru and Kakadu National Parks, along with new Canberra-based offices. The orientation modules were released in a modified format for sight impaired staff. Other online programs provide training in aspects of finance, security, APS Code of Conduct, occupational health and safety, and Selection Advisory Committee Accreditation training.

Using other internal and external development programs, staff also undertook training in public policy and administration, such as legislation and decision-making in the APS. Specialist skill development was also offered in areas such as water management and Antarctic field training.

The department delivers learning and development activities as part of the graduate program, school leaver traineeships and some entry-level apprenticeships.

Social inclusion

The 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 a Diversity Plan 2009–12.

The department’s diverse workforce includes Aboriginal or Torres Strait Islanders, people with disability and people from a non-English Speaking Background (NESB).

Table 2: Diversity Groups

Diversity Group	Proportion of Ongoing Staff	Department’s Supporting Strategy
Aboriginal or Torres Strait Islander	3.8%	Indigenous Employment and Capability Strategy 2007–2010 (IndECS)
People with disability	2.3%	Disability Action Plan 2009–2011
NESB	6.8%	Diversity Works 2009–2012

Please note that this data is for ongoing staff as at 30 June 2011. The data has been sourced from the Australian Public Service Employment Database (APSED) 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 (IndECS), the department held its biennial Indigenous Employees’ Conference in March 2011. The outcomes from this conference will assist in the development of the new Indigenous Employment and Capability Strategy for 2011–14. 

Training events included four Indigenous Cultural Awareness Training programs conducted in Canberra and Governance Training for the Executives of the three Indigenous Staff Networks (Canberra, Kakadu and Booderee National Parks). Through IndECS the department also offered graduate positions to two Indigenous Australians and an Indigenous Cadetship to one Indigenous Australian.

The Kevin McLeod Award was launched in April 2011 to honour the memory of Kevin McLeod, a long-term department staff member. The award encourages staff to undertake projects with a strong emphasis on learning which reflect Kevin’s passion for looking after country and people, and for living reconciliation.

The award will commemorate the support, mentorship and leadership that Kevin so readily embodied and his outstanding contribution to the department’s Indigenous recruitment and retention practices.

The award is part of the Department’s Reconciliation Action Plan and is an initiative in the Indigenous Employment and Capability Strategy 2010–13 (IndECS).

The department’s Reconciliation Action Plan (RAP) 2010–12 was launched by the secretary on 26 October 2010. It consolidates and advances efforts to achieve mutual respect, to build stronger relationships and to provide opportunities for Aboriginal and Torres Strait Islander peoples. The RAP committee, with members from each division, monitors the implementation of the Plan.

Programs offered to staff from 2010–11 included:

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  Eleven seminars on Exploring the Value of Diversity to raise the awareness of staff about the importance of diversity.
  
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  The Spoken English as a Second Language program in 2010 following the success of a trial in 2009. In February 2011 the program was expanded with a specially tailored 10-week course of Written English for Speakers of Other Languages. Participants and their managers affirmed the usefulness of the training for improving the language capability of highly skilled technical staff for whom English is not the first language.
  

Programs for staff with disability:

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  The ‘disability champion’ was introduced —a senior executive who provides leadership and focus to ensure that strategies to support people with disability have high profile and acceptance.
  
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  A support network was established for users of adaptive technology to help identify and address systemic issues.
  
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  A review of recruitment policies and procedures commenced, including reviewing access for people with disability and made available information promoting the Disability Action Plan through the department’s intranet.
  
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  Principles of reasonable adjustment were applied within the workplace to support improved work participation by staff with disability.
  

The department sought to build and maintain strong stakeholder relationships by providing quality information about activities and services, which are accessible to all Australians. For example, the department:

• 
  provided all members of the public, regardless of disability or technological constraint, with easy access to the department’s online content. Work is under way to upgrade the department’s websites from the former standards to Web Content Accessibility Guidelines version 2.0 (AA conformance) as required by Australian Government Web Accessibility National Transition Strategy
  
• 
  established an Indigenous Advisory Committee to inform its Indigenous programs
  
• 
  participated in the Secretaries’ Group on Indigenous Affairs, the Executive Coordination Forum on Indigenous Affairs and a range of cross-agency working groups
  
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  provided accessibility and safety information about public areas of Commonwealth parks and reserves for the benefit of those people with physical disability
  
• 
  advertised complaint mechanisms on the department’s website for access-related complaints. In 2010–11 there were no complaints received by the department. However one complaint was made to the Human Rights and Equal Opportunity Commission in relation to access. The complaint is currently being resolved
  
• 
  updated purchasing specifications and contract requirements for the purchase of goods and services so that they are consistent with the requirements of the Disability Discrimination Act 1992, and are available in accessible formats for people with disabilities
  
• 
  participated in the Australian Employee Network on Disability forums.
  

Changes to disability reporting

Since 1994 Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. From 2010–11 departments and agencies are no longer required to report on these functions.

The department provides comprehensive information to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin.

Code of Conduct and ethical standards

The department is firmly committed to the APS Values and Code of Conduct and recognises the importance of promoting a positive workplace culture and environment. It demonstrates this commitment by encouraging its workforce to articulate and model appropriate behaviours and by appropriately and decisively addressing incidents of workplace misconduct.

The Professional Standards section within the Corporate Strategies Division provides guidance and advice to staff on all aspects of the APS Values and Code of Conduct as well as fraud awareness. The Professional Standards section also delivers specialised internal investigation services and takes appropriate action when allegations are received about suspected misconduct, internal fraud or other criminal behaviour by department staff.

Corporate and operational planning

The department released a new strategic plan in 2010–11. The Strategic Plan—Directions to 2015 reflects the ongoing reform of the department’s planning and reporting processes. It incorporates the sustainable population and housing affordability functions gained with the Machinery of Government changes, and the transfer of Arts and Culture functions on 14 September 2010.

The strategic plan outlines the department’s mission, outcome structure, strategic priorities and direction for the next five years, including concrete and measurable actions for 2010–11. It provides a framework for the department’s business activities to implement the Australian Government’s renewed policies to protect the environment and promote a sustainable way of life in line with its stated mission—“to advance a sustainable Australia: our environment, water, heritage and communities”.

The strategic plan is a public document and is available on the department’s website.

As a part of its 2010–11 Business Improvement Program the department undertook a project to improve planning and reporting and to provide consistency and alignment between the strategic plan, the portfolio budget statements, annual operational plan and divisional plans.

An important part of this project is the annual operational plan which focuses on the departmental outcomes and associated priorities for 2011–12. This tool will allow the executive to monitor and report on the department’s progress.

Divisional, branch and section planning is reflected in the performance agreements of individual staff.

Reporting on election commitments and major programs and projects is provided at monthly meetings of the Departmental Management Board to ensure senior management understands significant developments and risks.

These governance documents together with review mechanisms provide the framework for all department planning and reporting, and support continued improvements in organisational effectiveness.