The department recognises that its employees are key to organisational success. During the year, there continued to be a strong focus on promoting health and wellbeing, and providing training and development, while the department’s structure and systems were overhauled. The strategies ensured that the department continued to build on a skilled, diverse and longstanding workforce.
The figures below summarise the department’s workforce profile.
|Full-time permanent FTE||1103.67|
|Full-time contract FTE||140.92|
|Part-time measured on a FTE basis||125.75|
|Staff on secondment(1)||In = 7, Out = 21|
|Staff on traineeship(1)||2|
|Staff on Graduate Program(1)||9|
(1) represents headcount not FTE
Effective workforce planning mitigates risk and increases operational effectiveness. Work has commenced on a new workforce planning process for the department. The new process will be aligned to the operational planning process and the Leadership Development Framework while also integrated with the department’s EEO and Diversity Plan. The process will ensure the department has a skilled and diverse workforce to meet the community’s current and future needs.
During the year, staff continued to use existing Work and Development Plans, Attraction and Retention Incentive Work Books or Performance Review and Development Plans for 2017–18. At the same time, progress was made towards the department’s new performance development tool which will be implemented in 2018–19.
Staff members were provided with development opportunities in the year as part of the
Leadership Development Framework. These included: accountable and ethical decision making; conflict of interest; change readiness; and the mentoring program. Managers were also
provided with training in: occupational safety, health and injury management; managing
performance; recruitment and selection; and Management Accountabilities - Understanding
Your Role, as part of the Management Excellence Development Program (MEDP).
Opportunities to participate in further customised in-house programs and sponsored external public sector wide programs were also available.
The department ensured women had opportunities to develop their leadership capability through programs in the Leadership Development Framework. During the year, the department also launched its Learn, Explore and Do program for women and ensured women were equally represented in the department’s Management Excellence Development Program (MEDP). The department supported the participation of a number of women in the Public Sector Management Program, the Women in Mining Mentor Program and Women in Leadership conferences.
Diversity and inclusion continued to be a priority for the department. An EEO and Diversity
Taskforce was established to examine the department’s performance in building a diverse
workforce and inclusive workplace, including opportunities to increase the representation of
women in leadership positions.
The recommendations from the Taskforce are informing the development of the department’s next edition of the EEO and Diversity Plan. To further strengthen the governance and accountability around the plan, an EEO and Diversity Subcommittee has been created, reporting to the Corporate Executive.
The following figure summarises the department’s workforce diversity, as at 30 June 2018.
Figure 14: Workforce diversity
In 2018 the department participated in the Employee Perception Survey (EPS) along with other
organisations impacted by the Machinery of Government changes.
The department out performed or was consistent with the sample in most areas, including key indicators of change management factors, and culture and leadership.
For change management, 59 per cent of employees agreed that the change was well managed, which was significantly higher than the public sector average (47 per cent). Employees also felt that senior leaders had kept employees informed of the changes, with 77 per cent in agreement with the public sector average (58 per cent). The department also rated above the sample average in relation to ethical behaviour.
The EPS results will be presented to all employees in the coming months and the results of the survey will be made widely available.
The department remains committed to monitoring the implementation of the organisational changes to ensure employees and managers receive continued support.
The department coordinates an award-winning interagency graduate program in partnership
with the Department of Jobs, Tourism, Science and Innovation, and the Department of Primary
Industries and Regional Development.
This 18-month program focuses on attracting talented university graduates to a career in the public sector, rotating them across multiple business areas and relevant agencies. The graduates gain experience, build networks and improve their understanding of State Government.
In 2017–18, five of the department’s 2016 graduates completed the program. Graduates completing the program were offered employment with the department, with four of the graduates being offered permanent positions. In addition, the department welcomed five new graduate officers to the 2018 program.
The department also continued to participate in the Public Sector School-Based Traineeship program.
To increase workforce representation of Aboriginal and Torres Strait Islander people, the
department continued to participate in the Public Sector Commission’s Aboriginal Traineeship Program and broader public sector initiatives such as the Public Sector Commission’s ‘Attract,appoint and advance: An employment strategy for Aboriginal people’.
A review was undertaken of all Aboriginal Employment initiatives, with an emphasis on identifying strengths and opportunities, and evaluating its impact. The result of the review was creation of a new Aboriginal Employment Strategy that focuses on attraction, retention and career development.
The department’s Reconciliation Action Plan (RAP) outlines our commitment to reconciliation by:
During the year, the department hosted celebrations for NAIDOC Week and National Reconciliation Week.
The department is committed to maintaining an inclusive workplace where people with disability have equal access to employment and development opportunities. See the section on the Disability Access and Inclusion Plan outcomes on page 68, in particular outcome 7.
The Corporate Executive prioritised the establishment of a new Conflict of Interest framework
for the department, and endorsed training to be provided to all employees. It set a target of
having 50 per cent trained by 30 June 2018. This target was exceeded, with 1,020 employees
(72 per cent) completing the training.
Further information on key management personnel and related party transactions can be found under Note. 9 within the financial statements.
At the date of reporting, no senior officers, or firms of which senior officers are members, or entities in which senior officers have substantial interests, had any interests in existing or proposed contracts with the department other than normal contracts of employment of service.
Officers of the department hold corporate credit cards where their functions warrant usage of this facility. Despite each cardholder being informed of their obligations under the department's credit card policy, 37 employees inadvertently used the corporate credit card for a personal good or service. These matters were not referred for disciplinary action as the Chief Finance Officer noted prompt advice and settlement of the personal use amount and the nature of the expenditure was immaterial and characteristic of an honest mistake.
|Aggregate amount||2018 ($)|
|Aggregate amount of personal use expenditure for the reporting period||$1,398|
|Aggregate amount of personal use expenditure settled by the due date (within five working days)||$1,359|
|Aggregate amount of personal use expenditure settled after the period (after five working days)||$39|
|Aggregate amount of personal use expenditure outstanding at balance date||$ -|
The department is committed to the objectives of the Public Interest Disclosure Act 2003.
The department does not tolerate corrupt or other improper conduct, and strongly supports disclosures being made by employees, contractors and community members that could stop or prevent wrongdoing. It recognises the value and importance of staff contributions to enhance administrative and management practices.
In accordance with section 23(f) of the Public Interest Disclosure Act 2003, the department is required to report to the Public Sector Commissioner on the number of Public Interest Disclosures received, the results and any action taken during the reporting period.
In 2017–18, there were no Public Interest Disclosures received or managed.
The department is committed to the highest possible standards of openness, probity and
accountability in all of its affairs and has zero tolerance of fraud and corruption. Suspected fraud
or corruption will be reported, investigated and resolved in accordance with internal policies and
procedures, and the Corruption, Crime and Misconduct Act 2003. All legal obligations to the
principles of procedural fairness will be met.
The department has a Fraud and Corruption Control Plan outlining intended action in implementing and monitoring fraud and corruption prevention, detection and response initiatives. The plan has been developed in line with Australian Standard AS8001-2008 Fraud and Corruption Control, and forms an integral part of the department’s Risk Management Framework.
The department is committed to understanding and striving to exceed our customer service
standards by encouraging customer feedback to improve our services. Customers can provide
feedback in a number of ways including via the internet, telephone, informing our counter
service officers, or written communication to the department.
In 2017–18 there were 140 pieces of feedback received via two feedback mechanisms (customer service feedback database and the feedback and complaints manager). Of these, 24 per cent were compliments, 10 per cent were suggestions and 66 per cent were complaints.
The department aims to respond to feedback received in a timely manner and, where possible, reviewed complaints received and recurring issues, to improve service delivery and customer relations.