Dear Minister
Yüklə 5,3 Mb.
|
- Bu səhifədəki naviqasiya:
- Certification
- Freedom of Information Act, Section 8 Statement
- Information Publication Scheme
- Figure 7: ILC Organisational Structure
- 2. Chairperson 3. General Manager
- Table 17: Location of the ILC’s Offices
- Indigenous Land Corporation
- Table 18: ILC Salaries by EEO Group at 30 June 2011 (FTE)
- Female Male
Findings The Goori House and Goori Halfway House Land Acquisition projects were found to be successful. Several factors contributed to their success, notably the high capacity of Goori Original Ltd for delivering programs and managing the properties. The evaluation report found that: • The outcomes being achieved were consistent with ILC Board priorities – the services being delivered at Goori House and Goori Halfway House achieved numerous benefits for Indigenous people, including the expansion of the Indigenous estate, access to social services, and employment and training outcomes. • The project objectives approved by the ILC Board had been and continued to be delivered – All project objectives had been met, and the security of tenure provided by the properties enabled Goori Original Ltd to plan its programs into the future. • The projects achieved the benefits they planned to achieve – More than 90% of clients who left the final stage of the treatment program entered employment (2008-09 financial year). • The ILC achieved good value for money – at a cost of $1.19m, the two properties represented good value for money given the substantial benefits achieved for Indigenous people. Goori Original Ltd has a good track record of delivering successful treatment programs and this is expected to continue into the future. • The projects achieved a range of positive, indirect impacts that were outside the projected benefits – the treatment program aimed to increase pride, self respect and faith in family structure and these outcomes flowed onto their families as a result of removing the influence of alcohol and other substances. “It is an awesome place to come to after the places you have been in life. You come here, everything is cheerful, there is no negativity, it is all positive”. Client “When you are having a graduation and the mother is there crying, it does touch you…the kids are around them. Just taking their role as a man again is a big difference”. House Manager • The ILC-facilitated outcomes have contributed to Closing the Gap in social and employment circumstances between Indigenous and non-Indigenous Australians – the drug and alcohol rehabilitation programs and employment and training outcomes of the Goori projects made a significant contribution to the Australian Government’s Closing the Gap initiative. Evaluation of the Training-to-Employment Initiative Since its inception in 2008–09, the ILC’s Training to Employment Initiative has provided career pathways for Indigenous people in the pastoral and tourism industries. This is being achieved through accredited, on-property training and employment, generally through ILC-operated businesses. In 2010–11, an evaluation was conducted to determine if the initiative had achieved its targets, whether program design was appropriate, to identify the range of impacts being delivered and whether the initiative had been effective and efficient. The evaluation found that the initiative was producing sustainable employment outcomes for Indigenous people, and that employment had a profound effect on their lives. For example, trainees and community members identified considerable changes to their lives, related to pride, identity, happiness, wellbeing, skills and life purpose. Often, these changes influenced change in their immediate families and communities. “My son said to me that he could see himself being here. And I said to him if you want to do that, you can do that, it is a good thing for a start off in life.” Trainee, May 2011 The evaluation concluded that the ILC is on track to achieve its targets in relation to: • The number of Indigenous staff at NIPE; • Graduates being offered employment; • The employment retention rate; • Employees completing one or more Certificate II courses; • Training commencements (Certificate II and III); and • Participants in pre-vocational and Certificate I training courses. The report outlined a number of elements in the initiative that contribute to successful Indigenous training programs, including comprehensive support, residential training in blocks, Indigenous supervisors and mentors, varied work with practical applications, flexibility, and sensitive and appropriate pastoral care to address personal and lifestyle issues Suggestions to improve the Training-to-Employment Initiative included refining performance targets, improving data management, and more effectively marketing the training programs to would-be trainees.
The ILC certifies that it: • has in place fraud risk assessment and fraud control plans; • has put in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures that meet the specific needs of the ILC and comply with relevant guidelines; and • has taken all reasonable measures to minimise the incidence of fraud and to investigate and recover the proceed of any fraud against the ILC. Chapter 3.3 – External Scrutiny There were no enquires made of the ILC’s operations by the Privacy Commissioner. There were no direct enquires made of the ILC’s operations by the Auditor General other than the usual financial audit which is included in the Financial Statements in this Annual Report. The Australian National Audit Office (ANAO) did undertake an examination relating to the Federal Government’s Indigenous hostels policy and its implementation. In this context, the ILC assisted ANAO by setting out the role of the ILC in the Federal Government’s funding of the Western Cape Residential Campus at Weipa, Cape York, QLD. The issues paper was not finalised by June 2011. There was one inquiry by the Commonwealth Ombudsman. The inquiry arose from a complaint received by the Ombudsman arising from the ILC’s purchase of Fish River Station in the NT. The ILC provided a comprehensive response to the Ombudsman. The ILC had not heard from the Ombudsman as at 30 June 2011. Subsequently the Ombudsman advised the ILC that he did not consider that there were any grounds to further investigate the matter. No other external regulatory agencies commenced any enquiries into or made complaints against the ILC during the reporting period. Appearances at Parliamentary Committees The ILC appeared before the House of Representatives Standing Committee on Economics on 9 March 2011. The committee heard evidence regarding its inquiry into Indigenous economic development in QLD and the review of the Wild Rivers (Environmental Management) Bill 2010. In December 2010, the ILC provided a submission to the Inquiry of the Senate Standing Committee on Legal and Constitutional Affairs into Schedule 4 of the Families, Housing, Community Services and Indigenous Affairs and Other Legislation Amendment (Budget and Other Measures) Bill 2010. Freedom of Information In the year to 30 June 2011, there were two applications pursuant to the Freedom of Information Act 1982 (Cth) (FoI Act). All applications were dealt with in a timely fashion by the ILC’s FoI Officer and no further issues arose from the applications.
The following information is presented in accordance with section 8 of the FoI Act for the period commencing 1 July 2010 and ending 30 April 2011 inclusive. Organisation and functions The functions and powers of the ILC are set out in Part 1 of this report. Its governance and organisational arrangements are set out in Part 3. Consultative arrangements Members of the public are able to make representations in writing to the ILC about a range of policy, administration and other matters relating to the ILC. Categories of documents The categories of documents maintained by the ILC include those relating to: • corporate organisation and administration • financial management • management of assets • internal administration, including policy development and program administration, reports, briefings, correspondence, minutes, submissions and other documents • board submissions relating to the business of the ILC • reference material used by staff including guidelines and manuals • legal advice. The categories of documents listed above are maintained by the ILC in a variety of formats. Some of these documents along with information on the ILC’s organisation, structure and activities can be obtained free of charge by accessing the ILC’s website at www.ilc.gov.au/site/page.cfm Access to documents Access to documents under the FoI Act can be obtained by forwarding a written request to the Freedom of Information Officer, Indigenous Land Corporation, GPO Box 652, Adelaide SA 5001, in the first instance.
From 1 May 2011 agencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a section 8 statement in an annual report. The ILC’s agency plan is accessible from its website. Chapter 3.4 – Our People
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 1. Board 2. Chairperson 3. General Manager Western Divison Eastern Division Central Division Policy and Program Development Directorate > Policy and Program Development, Information & Communication Systems, Public Affairs Business Employment & Training Directorate > Business Operations, Employment & Training Office of General Manager Capital Works Directorate > Property Acquisition Finance and Corporate Services > Finance, Risk and Corporate Services, Human Resources Legal
In accordance with the Act, the ILC Board appoints the General Manager to manage the day-to-day administration of the ILC under the direction of the Board. The General Manager’s remuneration and terms and conditions of employment are governed by the Principal Executive Office Classification Structure which is determined by the Remuneration Tribunal The CMT, which comprises the ILC’s senior executive employees, supports the General Manager in strategic, operational and administrative matters and in carrying out the decisions and policies of the ILC Board. The General Manager and members of the CMT also participate in a number of internal committees through which staff or technical issues are deliberated. The Committees include: • Consultative Committee – a management and staff forum which discusses issues related to employment conditions. • Indigenous Consultative Group – a committee of elected Indigenous staff members which provides a support network to Indigenous staff members and assists with development and implementation of the ILC Indigenous Employment Strategy. • Risk Management Steering Committee – which oversees the ILC’s corporate and business risk management strategies. • Environment and Heritage Steering Committee – responsible for suggesting policy, developing tools and templates for use in the ILC and providing environment-related submissions to the Government. In order to operate efficiently and to provide effective services to stakeholders, the ILC works from four office locations throughout Australia. However, the operational structure of the ILC is not restricted to the location of the physical offices. The following table describes the office locations and provides an overview of where the key functions of the ILC are physically located. Table 17: Location of the ILC’s Offices
Employee Code of Conduct The ILC’s Collective Agreement 2008–2011, National Indigenous Pastoral Enterprises and Cardabia Pty Ltd Collective Agreement 2007–2012 and all employment agreements describe the code of conduct that employees are required to uphold and promote in their day-to-day work as follows: Honesty and Integrity – An employee must behave honestly and with integrity in the course of their employment. Care and Diligence in the Course of Employment – An employee must act with care and diligence in the course of their employment. An employee must comply with any lawful and reasonable direction given by someone in the Corporation who has authority to give the direction. Respect and Courtesy – An employee, when acting in the course of employment, must treat everyone with respect and courtesy, and without harassment. Operate in a Lawful Manner – An employee, when acting in the course of employment, must comply with all applicable Australian laws. For this purpose, Australian law means any Act or any instrument made under an Act and/or any law of a State or Territory, including any instrument made under such a law. Commercial in Confidence – An employee must maintain appropriate confidentiality with respect to the Corporation’s and client’s confidential information. Conflict of Interest – An employee must disclose, and take reasonable steps to avoid, any conflict of interest (actual or apparent) in connection with their employment. Proper Use of Resources – An employee must use the Corporation’s resources in a proper manner. False or Misleading Information – An employee must not provide false or misleading information in response to a request for information that is made for official purposes in connection with the employee’s employment. Inside Information – An employee must not make improper use of inside information, or their duties, status, power or authority in order to gain, or seek to gain, a benefit or advantage for themselves or any other person. Appropriate Behaviour – An employee must at all times behave in a way that upholds the values and the integrity and good reputation of the Corporation. An employee on duty overseas must at all times behave in a way that upholds the good reputation of Australia. Maintenance of Ethical Standards In addition to the Code of Conduct for employees, the ILC has an overarching set of values that it is committed to: • Respecting the diversity of ideas, background of cultures of stakeholders and employees; • Behaving ethically and justly; • Providing a safe and healthy work environment; • Providing professional service in a timely manner; • Operating in an open, accessible and responsive manner. All new employees are made aware of the ILC’s values through its Induction and Orientation Program. The values are described in the Corporate Plan, the Service Charter and Collective Agreements. Staffing Arrangements
In accordance with section 192S of the Act, the General Manager engages such employees that are necessary to perform the functions of the ILC. At 30 June 2011, the ILC employed 93.9 full-time equivalents (FTE) employees. The full-time equivalents included nine senior executive-level employees, employed under individual employment agreements including the Chief Operating Officer, General Counsel, Director Policy and Program Development, Director Capital Works, Director Business Operations, Director Employment and Training and three Divisional Managers. Remuneration arrangements for executive level employees include private-plated vehicles, business-class official travel, airline lounge membership, home-based computers and salary sacrificing arrangements. The remainder of the ILC staff are employed under the ILC’s Collective Agreement 2008–2011. The ILC does not have any employees engaged on Australian Workplace Agreements (AWA). In 2010–11, the ILC engaged 15 new employees (10 female and five male). The non-salary benefits provided to employees covered by the ILC’s Collective Agreement are: • Studies assistance; • Professional membership; • Employee Assistance Program; • Healthy Employee Scheme (Individual and Team); • Screen-based eyesight testing; and • Vaccinations. Nineteen employees separated during the financial year, equating to a 19.4% turnover. The diversity statistics for the ILC at 30 June 2011 were: • Indigenous employees: 27% (2009–10: 26.5%); and • Female employees: 50.8% (2009–10: 48%). No ILC employee, including the General Manager and Senior Executives, received a performance pay bonus. Table 18: ILC Salaries by EEO Group at 30 June 2011 (FTE)
Yüklə 5,3 Mb. Dostları ilə paylaş:
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||