Managing people

Continuing to invest in the department’s people has been a key focus during 2006-07. The department has continued to respond to the findings of the Palmer and Comrie report and improve capability through training and development, improving leadership and changing culture. In addition, the department has undertaken a range of activities to improve infrastructure, practices and outcomes in the areas of people management, training and development and embedding the APS values and Code of Conduct.

Capability development framework and work level standards

In July 2007, the department finalised its new capability development framework and work level standards for APS 1 – EL2 employees and equivalents. The capability development framework replaces the department’s previous Core Capabilities and is in line with the Australian Public Service Commission’s Integrated Leadership System.

The capability development framework and work level standards are useful tools for both employees and managers in assessing what behaviours, work requirements and duties are expected at each APS level. ‘Differences documents’ were also produced to further clarify the key differences in capability requirements and work level standards at different classification levels. Additionally, a classification guide, which is a checklist for managers to assist in the review of the classification level of new and existing positions, was produced. These tools will enable consistency in the department’s approach to critical management policies and practices of selection and recruitment, performance management and learning and development.

A representative sample of the department’s workforce participated in validating these documents.

Departmental staff survey

In May 2007 the department conducted a staff survey to seek the views of all ongoing, non-ongoing, Australian-based and locally engaged staff. The survey was conducted for the department by Hinds Workforce Research following a competitive tender process. Supporting the department’s strategic themes of well trained and supported staff, an open and accountable organisation and fair and reasonable dealing with clients, the survey enabled staff to express their opinions and provide input on their work environment.

The major aims of the staff survey were to:

The EMPI results of the survey will be distributed to staff during July and August 2007.

Workforce composition

At 30 June 2007, the department had 7687 employees (including locally engaged staff who are administered by the Department of Foreign Affairs and Trade on our behalf) representing an increase of 7.7 per cent over 2005-06 figures. Details of our staffing profile are shown in table 87.

Table 85: Staffing levels by location (headcount)

Location

At 30 June 2006

At 30 June 2007

National Office

2 649

2 881

New South Wales

1 348

1 329

Victoria

792

917

Queensland

401

410

South Australia

360

415

Western Australia

354

429

Tasmania

114

128

Northern Territory

50

55

ACT and Regional Offices

100

91

Overseas1 (A-based staff)

177

163

Australia Total

6 345

6 818

Overseas2 (locally engaged employees)

792

869

Total

7 137

7 687
  1. This figure includes staff in the transit pool awaiting placement
  2. Overseas staff administered by the Department of Foreign Affairs and Trade on our behalf
Table 86: Staffing levels by classification at 30 June 2007 (headcount)

Classification

Ongoing

Non-ongoing1

Overall result

Full time

Part time

Full time

Part time

Male

Female

Result

Male

Female

Result

Male

Female

Result

Male

Female

Result

APS1

2

2

4

      

5

7

12

10

9

19

35

APS2

4

4

8

  

1

1

6

9

15

8

4

12

36

APS3

248

469

717

10

68

78

58

122

180

1

7

8

983

APS4

438

802

1 240

9

122

131

10

40

50

1

1

2

1 423

APS5

399

618

1 017

9

133

142

6

12

18

1

  

1

1 178

APS6

517

660

1 177

16

137

153

6

9

15

1

1

2

1 347

CADST

1

  

1

                  

1

EXEC1

488

523

1 011

8

93

101

3

7

10

5

4

9

1 131

EXEC2

189

155

344

  

13

13

1

  

1

4

1

5

363

GRADUATE

20

58

78

                  

78

LEGAL

9

19

28

  

1

1

            

29

MO2

3

  

3

2

2

4

            

7

MO3

  

1

1

1

  

1

            

2

MO4

1

1

2

                  

2

PAO2

6

5

11

        

2

2

      

13

PAO3

7

8

15

                  

15

PRLEG

6

10

16

  

1

1

            

17

SEC

1

  

1

                  

1

SEB1

45

37

82

  

2

2

            

84

SEB2

14

7

21

                  

21

SEB3

2

1

3

                  

3

SNLEG

11

24

35

1

8

9

            

44

SPAOA

1

2

3

                  

3

PAO1

  

2

2

                  

2

Total

2 412

3 408

5 820

56

581

637

95

208

303

31

27

58

6 818
  1. Non-ongoing number also includes irregular/intermittent staff numbers.

Note: Includes people acting on the above date.


Table 87: Senior executive service (includes people acting)

At 30 June 2006

At 30 June 2007

Actual Classification

Male

Female

Total

Actual Classification

Male

Female

Total

SEB1

54

28

82

SEB1

45

39

84

SEB2

10

4

14

SEB2

14

7

21

SEB3

2

1

3

SEB3

2

1

3

Total

66

33

99

Total

61

47

108

Of the department’s ongoing workforce, 90.1 per cent of staff are full-time and 9.9 per cent are part-time employees. The ongoing, full-time rate for employees has decreased by 1.1 per cent from 2005-06 (based on headcount). Non-ongoing staff at 30 June 2007 comprised 5.4 per cent of our workforce. This figure represents a decrease of 2.6 per cent in the proportion of non-ongoing employees employed by the department in 2005-06.

Workforce planning

During the year the department continued to implement the Workforce Planning Strategy 2006-08. For the first time, divisions and state and territory offices will be required to complete a workforce plan as a component of their 2007-08 business plans. The aim of this process is to ensure that workforce planning trends and issues are factored into the development of plans and budgets at all levels of the department. A three-year planning horizon was adopted to enable a more strategic outlook.

Various other activities have been undertaken to ensure workforce planning is implemented systematically across the department. These include:

Employee separation

The department’s voluntary separations (for ongoing employees) increased from 7 per cent during 2005-06 to 7.5 per cent in 2006-07. Of the 455 ongoing employees who voluntarily separated from the department during the 2006-07 period, there were 8 SES, 23 EL 2s, 102 EL 1s, 101 APS 6s, 75 APS 5s, 62 APS 4s, 76 APS 3s, five APS 2s and three APS 1s. A large proportion of the ongoing voluntary separations were due to transfers/promotions to other agencies (42.9 per cent) an increase from 41 per cent in 2005-06.

Collective Agreement 2007-2010

The DIMA Certified Agreement 2004-2007 expired in January 2007 and the department completed negotiations for a new Collective Agreement in the first half of 2007.

The new DIAC Collective Agreement 2007-2010, which supports The DIAC Plan 2007-08, was lodged with the Office of Employment Advocate on 28 March 2007.

Key reforms in the new agreement include increased workforce flexibility, the introduction of an improved performance management system and simplification of the old Certified Agreement in line with Australian Workplace Relations Act 1996; the Workplace Relations amendment (Workchoices) Act 2005 and the government’s APS Workplace Relations Policy Parameters.

The DIAC Collective Agreement 2007-2010 also offers staff a conditional three year salary increase, equivalent to 4.3 per cent per annum in return for productivity improvements and workplace relations reforms.

Table 88: Classifications and salary rates

APS classification

Salary points prior to lodgement with the OEA

Salary at date of lodgement
(after 4.3 per cent pay rise)

Salary at 13/12/2007
(4.2 per cent)

Salary at 11/12/2008
(4 per cent)

Salary at 19/03/2009
(0.4 per cent)

Aboriginal Cadets’ pay rates during full time study. 60% of full time APS1 junior rates

$11 742

$12 247

$12 761

$13 272

$13 325

$13 699

$14 288

$14 888

$15 484

$15 546

$15 852

$16 534

$17 228

$17 917

$17 989

$17 808

$18 574

$19 354

$20 128

$20 209

$19 570

$20 412

$21 269

$22 120

$22 208

APS 1 and Aboriginal Cadets during practical training

$19 5701

$20 412

$21 269

$22 120

$22 208

$22 8312

$23 813

$24 813

$25 805

$25 909

$26 4203

$27 556

$28 713

$29 862

$29 981

$29 6824

$30 958

$32 259

$33 549

$33 683

$32 617

$34 020

$35 448

$36 866

$37 014

$33 928

$35 387

$36 873

$38 348

$38 501

$35 052

$36 559

$38 095

$39 619

$39 777

$36 175

$37 731

$39 315

$40 888

$41 051

Graduate APS

$42 044

$43 852

$45 694

$47 521

$47 712

$43 138

$44 993

$46 883

$48 758

$48 953

$44 432

$46 343

$48 289

$50 221

$50 421

$45 695

$47 660

$49 662

$51 648

$51 855
  1. Under 18 years old (60%)
  2. 18 years (70%)
  3. 19 years (81%)
  4. 20 years (91%)
Table 89: APS Level and executive level employees

APS classification

Salary points prior to lodgement with the OEA

Salary at date of lodgement
(after 4.3 per cent pay rise)

Salary at 13/12/2007 (4.2 per cent)

Salary at 11/12/2008
(4 per cent)

Salary at 19/03/2009 (0.4 per cent)

APS Level 1

$19 5701

$20 412

$21 269

$22 120

$22 208

$22 8312

$23 813

$24 813

$25 805

$25 909

$26 4203

$27 556

$28 713

$29 862

$29 981

$29 6824

$30 958

$32 259

$33 549

$33 683

$32 6175

$34 020

$35 448

$36 866

$37 014

$33 928

$35 387

$36 873

$38 348

$38 501

$35 052

$36 559

$38 095

$39 619

$39 777

$36 175

$37 731

$39 315

$40 888

$41 051

APS Level 2

$36 914

$38 501

$40 118

$41 723

$41 890

$37 929

$39 560

$41 221

$42 870

$43 042

$38 924

$40 598

$42 303

$43 995

$44 171

$39 938

$41 655

$43 405

$45 141

$45 322

$41 062

$42 828

$44 626

$46 411

$46 597

APS Level 3

$42 044

$43 852

$45 694

$47 521

$47 712

$43 138

$44 993

$46 883

$48 758

$48 953

$44 432

$46 343

$48 289

$50 221

$50 421

$45 695

$47 660

$49 662

$51 648

$51 855

APS Level 4

$46 860

$48 875

$50 928

$52 965

$53 177

$48 350

$50 429

$52 547

$54 649

$54 868

$49 610

$51 743

$53 916

$56 073

$56 297

$51 010

$53 203

$55 438

$57 655

$57 886

APS Level 5

$52 268

$54 516

$56 805

$59 077

$59 314

$53 906

$56 224

$58 585

$60 929

$61 172

$55 548

$57 937

$60 370

$62 785

$63 036
APS Level 6

$56 452

$60 346

$62 880

$65 396

$65 657

$57 858

$61 998

$64 602

$67 186

$67 455

$59 442

$65 113

$67 848

$70 562

$70 844

$62 429

$67 834

$70 683

$73 510

$73 804

$65 037

EXEC level 1

$72 298

$75 407

$78 574

$81 717

$82 044

$74 222

$77 414

$80 665

$83 892

$84 227

$76 048

$79 318

$82 649

$85 955

$86 299

$78 831

$82 221

$85 674

$89 101

$89 457

EXEC level 2

$83 360

$86 944

$90 596

$94 220

$94 597

$87 946

$91 728

$95 580

$99 403

$99 801

$91 233

$95 156

$99 153

$103 119

$103 531

$94 520

$98 584

$102 725

$106 834

$107 261

$97 684

$101 884

$106 164

$110 410

$110 852
  1. Under 18 years old (60%)
  2. 18 years (70%)
  3. 19 years (81%)
  4. 20 years (91%)
  5. Bottom salary point for adult salary
Table 90: Legal officers

APS classification

Local title

Salary points prior to lodgement with the OEA

Salary at date of lodgement (after 4.3 per cent pay rise)

Salary at 13/12/2007 (4.2 per cent)

Salary at 11/12/2008 (4 per cent)

Salary at 19/03/2009 (0.4 per cent)

APS Level 4

Legal officer

$49 610

$51 743

$53 916

$56 073

$56 297

APS Level 5

$53 906

$56 224

$58 585

$60 929

$61 172

APS Level 6

$56 452

$60 3461

$62 880

$65 396

$65 657

$59 442

$61 998

$64 602

$67 186

$67 455

$62 429

$65 113

$67 848

$70 562

$70 844

$65 037

$67 834

$70 683

$73 510

$73 804

EXEC Level 1

Senior legal Officer

$72 298

$75 407

$78 574

$81 717

$82 044

$78 831

$82 221

$85 674

$89 101

$89 457

$85 534

$89 212

$92 959

$96 677

$97 064

$88 318

$92 116

$95 985

$99 824

$100 223

EXEC Level 2

Principal Legal Officer

$97 175

$101 354

$105 610

$109 835

$110 274

$100 338

$104 653

$109 048

$113 410

$113 863
  1. Matches new bottom salary point for APS 6.
Table 91: Public affairs officers

APS classification

Local title

Salary points prior to lodgement with the OEA

Salary at date of lodgement
(after 4.3 per cent pay rise)

Salary at 13/12/2007 (4.2 per cent)

Salary at 11/12/2008 (4 per cent)

Salary at 19/03/2009 (0.4 per cent)

APS level 4

Public affairs officer 1

$48 350

$50 429

$52 547

$54 649

$54 868

$50 882

$53 070

$55 299

$57 511

$57 741

APS level 5

$53 906

$56 224

$58 585

$60 929

$61 172

$55 548

$57 937

$60 370

$62 785

$63 036

APS level 6

Public affairs officer 2

$59 442

$61 998

$64 602

$67 186

$67 455

$60 935

$63 555

$66 225

$68 874

$69 149

$62 429

$65 113

$67 848

$70 562

$70 844

$64 338

$67 105

$69 923

$72 720

$73 011

$66 947

$69 826

$72 758

$75 669

$75 971

EXEC level 1

Public affairs officer 3

$78 831

$82 221

$85 674

$89 101

$89 457

$83 819

$87 423

$91 095

$94 739

$95 118

$85 534

$89 212

$92 959

$96 677

$97 064

$88 318

$92 116

$95 985

$99 824

$100 223

EXEC level 2

Senior public affairs afficer B

$91 734

$95 679

$99 697

$103 685

$104 100

$94 896

$98 977

$103 134

$107 259

$107 688

Senior public affairs officer A

$96 794

$100 956

$105 196

$109 404

$109 842

$99 958

$104 256

$108 635

$112 980

$113 432

Table 92: Medical officers

APS classification

Salary points prior to lodgement with the OEA

Salary at date of lodgement
(after 4.3 per cent pay rise)

Salary at 13/12/2007
(4.2 per cent)

Salary at 11/12/2008
(4 per cent)

Salary at 19/03/2009
(0.4 per cent)

Medical officer class 2

$93 241

$97 250

$101 335

$105 388

$105 810

$96 922

$101 090

$105 335

$109 549

$109 987

Medical officer class 3

$104 223

$108 705

$113 270

$117 801

$118 272

$107 676

$112 306

$117 023

$121 704

$122 191

Medical officer class 4

$113 667

$118 555

$123 534

$128 475

$128 989

$118 102

$123 180

$128 354

$133 488

$134 022

$120 330

$125 504

$130 775

$136 006

$136 550

$123 492

$128 802

$134 212

$139 580

$140 139

National Staff Consultative Forum

The department has a National Staff Consultative Forum (NSCF) constituted under the terms of the DIAC Collective Agreement 2007-10. The NSCF is the national consultative body for matters involving employees’ conditions of employment. It also provides an opportunity for senior management, employees and their representatives to consult on the implications of legislative, funding, organisational, technological and procedural changes for employees. The NSCF meets at least three times a year with additional meetings convened when necessary.

Senior Executive Service remuneration

SES remuneration is set by the secretary under section 24 of the Public Service Act 1999. Other SES conditions of employment are contained in individual AWAs. All SES employees are required to have an AWA, which typically provides for salary, superannuation, performance pay, access to a motor vehicle or equivalent cash out and other applicable allowances.

The SES is required to promote strong leadership and direction.

This includes upholding and promoting the APS Values and the APS Code of Conduct as contained in the Public Service Act 1999.

Australian Workplace Agreements

Australian Workplace Agreements (AWAs) are available to all ongoing employees in the department. AWAs are used as a method to encourage and recognise excellent performance in departmental employees and attract and retain high quality employees (including those with specialist skills), employees who perform their duties in remote localities or employees who have additional responsibilities. AWAs can also be used to tailor employment conditions to achieve a balance between the specific needs or circumstances of individual employees and the department’s operational requirements.

AWAs are not a condition of engagement for non-SES employees in the department. Non-SES employees who do not have an AWA are covered by the department’s Collective Agreement 2007-2010. All SES employees are covered by AWAs. A breakdown of staff on AWA’s is shown at tables 93 and 94.

Of the 463 employees on AWAs, 392 had access to performance based-pay which includes 89 SES and 49 graduates. The tables below provide a breakdown of employees by classification, the average payment and range of payment, and the aggregated amount of performance payments.

Table 93: Number of staff on AWAs at 30 June 2007

Classification

Active

Under Offer

Total

SES AWAs

89

0

89

Non-SES AWAs:

EL2 AWAs

175

6

181

EL1 AWAs

119

7

126

APS6 AWAs

15

0

15

APS5 AWAs

8

2

10

APS4 AWAs

8

0

8

APS3 AWAs

49

0

49

Total AWAs

463

15

478

Note: Above numbers under column ‘Active’ are based on AWAs that have been lodged with the Workplace Authority.

Table 94: Departmental staff on AWAs at 30 June 2007

Classification

Total DIAC staff

On an AWA

Percentage on AWA

SES

89

89

100

Non-SES AWAs

EL2

343

175

51.02

EL1

1 065

119

11.17

APS6

1 268

15

1.18

APS5

1 116

8

0.72

APS4

1 311

8

0.61

APS3

1 539

49

3.18

Note: The numbers in the above table represents substansive classifications as at 30 June 2007

Table 95: Employees by classification who received performance pay

Classification Level

Number who received Performance pay

APS4

7

APS5

6

APS6

8

Executive Level 1

53

Executive Level 2

106

SES B1

64

SES B2/B3

16

Total

260

Table 96: Average bonus payment and range of payments by classification level

Classification Level

Average Bonus Payment

Range of payments

APS4

$905

$70 – $3 865

APS5

$4 622

$1 286 – $13 000

APS6

$3 618

$641 – $6 946

Executive Level 1

$5 535

$414 – $15 000

Executive Level 2

$7 574

$629 – $23 556

SES B1

$11 488

$4 541 – $23 400

SES B2/SES B3

$17 784

$4 043 – $20 312

Table 97: Aggregated amount of performance payments by classification level

Classification Level

Aggregated amount of performance pay

APS4

$6 336

APS5

$27 733

APS6

$28 949

Executive Level 1

$293 369

Executive Level 2

$802 934

SES B1

$735 265

SES B2/SES B3

$252 491

Total

$2 147 077

Learning and development

It has been two years since the adoption and implementation of the National Training Strategy in response to the Palmer inquiry. Significant achievements have been made towards ensuring departmental staff are ‘well trained and supported’ with expanded induction training, client contact training and support for decision-makers and leaders.

In conjunction with Citizenship, Settlement and Multicultural Affairs and the Migration and Temporary Entry Division, the National Training Branch has worked to design, develop and deliver training that prepares staff for their roles in delivering on key government initiatives, including the implementation of:

The College of Immigration

The College of Immigration was established in 2006 to deliver on a number of recommendations made in the Palmer and Comrie reports for improved training of departmental officers.

The reports recommended that specific training be provided for compliance and border management roles and that training be accredited, included in departmental courses, and subject to external scrutiny. At the end of June 2007 the college had developed three full compliance courses, four detention courses and two pilot investigation training programmes.

A two-stage procurement process is underway to form an alliance between the college and an education organisation to deliver on the remainder of the Palmer and Comrie training recommendations.

In June 2007, following an open market expression of interest, a select tender was released to six education organisations with the required capability, capacity and experience to deliver. The alliance is expected to be operational from November 2007 with early activity focusing on development of an integrated and accredited training curriculum.

National training suites

Some departmental courses are now being delivered in the newly refurbished training suites which were opened in April 2007. This is the first time the department has been able to deliver training on a large scale and in a central location. Programmes conducted in the training suites include participants from all state and territory offices and from overseas posts.

Staff achievements

Recognition of staff in the form of positive feedback and celebration of achievement is an important part of the department’s culture and business practice. The department’s Rewards and Recogitions Scheme provides a framework to recognise staff contributions to the achievement of corporate goals. Individual and team achievements are recognised through a number of internal and external awards. These awards include the secretary’s citations, Australia Day Awards, Award for Client Service Excellence (ACSE), cash and non-cash awards and external awards such as the Order of Australia and the Public Service Medal. Australia Day Awards within the department recognise outstanding achievements of departmental officers in the improvement of the quality of departmental services, working environment and management. The monthly secretary’s ACSE recognises a member of staff or a team for service excellence on the basis of positive client feedback.

People Management Committee

The People Management Committee (PMC) contributes to organisational effectiveness by strengthening the department’s understanding of strategic human resource management. The committee’s membership comprises senior line managers, human resources and training professionals and two external members. The committee meets six times a year.

PMC has responsibility for recommending priorities to the secretary to ensure that planning and policies on human resources issues are consistent with government objectives and the department’s business directions and providing advice to the executive on:

The primary achievement of the PMC in the past 12 months has been the development and implementation of the HR Guiding Framework and Key Priorities 2006-07.

This document provided the strategic framework and priorities that guided HR activity and the work of the People Management Committee during 2006-07.

PMC has also contributed to: the development and negotiation of the new Collective Agreement; the development of an AWA strategy and policies; the development of the DIAC Injury Prevention Management Plan; endorsement of the revised Work Level Standards and Capability Framework; the implementation of the National Training Strategy and the College of Immigration; and the implementation of the department’s Workforce Planning Strategy.

Values and Standards Committee

The Values and Standards Committee was established in December 2005 and to date has conducted ten meetings. Membership of the committee comprises first assistant secretaries from departmental business areas and four external members who provide a whole-of-government and community perspective. As an advisory committee, its role is to assist the department to ensure that APS values are considered, particularly in leadership, client services and training.

Over the past 12 months the Committee has taken an interest in a number of business initiatives that have been developed or implemented in the department. Included are: the continuing review of training programmes conducted by the DIAC College of Immigration; review of the policies and procedures governing client service, complaint handling, client feedback and performance management; a review of the interdepartmental whistleblower project; an examination of the departmental governance review; a review of the 2005 Employee Opinion Survey and follow-on action planning and ongoing monitoring of the progress of the Palmer and DIMA National Projects.

Immigration Dilemmas: Ethics, APS Values and Leadership

The Immigration Dilemmas: Ethics, APS Values and Leadership (IDEAL) programme is an initiative of the Values and Standards Committee and was developed by the Values and Standards Branch. Implemented across the department in November 2006, IDEAL is a tool that requires leaders to facilitate discussions between leaders and their teams to develop appropriate responses to ethical dilemmas. The programme promotes an understanding of the APS Values and how they apply to day-to-day work in the department. It supports the DIAC Leadership Model and demonstrates the department’s intention to be an open and accountable organisation with well trained and supported staff.

The IDEAL programme was evaluated by independent consultants. The survey results showed that the majority of staff who had participated in an IDEAL dialogue rated the experience as positive and believed it provided a good opportunity to discuss ethical and difficult issues in the workplace. The evaluation confirmed that IDEAL directly supports structured and regular communication between leaders and their teams.

Values and conduct

In accordance with the Commonwealth Fraud Control Guidelines, the Values and Conduct Section (VCS) investigates all allegations of suspected criminal conduct by the department’s employees as well as allegations of serious misconduct contrary to the DIAC and APS Code of Conduct. The section also works collaboratively with the Australian Federal Police to achieve appropriate investigative outcomes.

During 2006-07, the section received 227 allegations relating to the conduct of employees.

Final outcomes included allegations being unsubstantiated; referred to other agencies; terminated due to the resignation of the officer being investigated; the imposition of sanctions ranging from formal reprimand to termination of employment; and other local management action such as counselling.

During 2006-07 Code of Conduct and refresher training was delivered to approximately 2800 staff and a new Code of Conduct training package for Locally Engaged Employees (LEE) in our overseas missions was developed and is now being rolled out across the department’s overseas posts. The package was designed to facilitate consistent training of staff in conduct matters at overseas posts and encourages participants to discuss, understand and comply with the APS Values and the Code of Conduct.

Occupational health and safety

The department is committed to providing a safe and healthy work environment for staff, contractors and visitors. This commitment is reflected in the new DIAC Occupational Health and Safety Agreement 2007-2009 which was endorsed by the secretary on 9 April 2007. This agreement was developed in consultation with staff and their representatives as required under section 16 of the Occupational Health and Safety Act 1991.

Health and safety management arrangements

On 15 March 2007, amendments made to the OHS Act came into effect. These amendments require employers to develop, in consultation with their employees, health and safety management arrangements that will apply at their workplace.

Employers have been allowed an 18-month transitional period (from the date of effect of amendments) to develop and implement arrangements. The department in conjunction with the state and territory OHS network, will undertake the continued development of the department’s health and safety management arrangements in consultation with staff and other stakeholders.

Injury Prevention and Management Plan

In line with its commitment to reducing work related injury and illness and promoting health and safety, the department has adopted a three-year planning cycle for strategically managing health and safety in the workplace. The Injury Prevention and Management Plan 2006 – 2009 adopts OHS performance targets issued by the Safety Rehabilitation and Compensation Commission and supported by all Australian governments, the ACTU and employer associations.

The plan received executive endorsement in 2007 and work is underway to achieve its broad range of targets.

Health and safety committees

In line with legislative requirements to consult with staff and their representatives on OHS issues, the department convenes health and safety committees in all national, state and territory offices, on a quarterly basis.

Key OHS issues are referred to the National OHS Committee, which met three times during 2006–07.

Health and safety representatives

In consultation with the Community and Public Sector Union, the department conducted nomination and appointment processes for vacant health and safety representatives and deputies as vacancies occurred throughout 2006-07.

Where the department has expanded into new office locations, Designated Work Groups have been established or, are in the process of being established in accordance with section 24 of the OHS Act.

The health and safety representative nomination and selection process and designated work group arrangements will be reviewed as part of the overall health and safety management arrangements development process.

Training

OHS training was provided as part of induction training for all staff in state and territory offices and National Office with an OHS module review in early 2007. Specialised OHS and rehabilitation training was also provided to the following business areas:

Health, safety and wellbeing

To promote health, safety and wellbeing, the department provided employees and contractors with a range of services and activities, including:

Section 29 Notices (Provisional Improvement Notices)

There were no Provisional Improvement Notices issued under section 29 of the OHS Act.

Section 45 Directions (Workplace Not Be Disturbed)

There were no Directions issued under section 45 of the OHS Act.

Section 46 Notices (Prohibition Notices)

There were no Prohibition Notices issued under section 46 of the OHS Act.

Section 47 Notices (Improvement Notices)

There were no Improvement Notices issued under section 47 of the OHS Act.

Section 68 Occurrences (Notification and reporting of accidents and dangerous occurrences)

Notifiable fatality refers to any work related death of any employee, contractor or member of the public. In 2006-07 year the department had one notifiable fatality.

Dangerous occurrence is an incident with the potential to cause serious personal injury (injury requiring emergency medical treatment) or death. The department reported 410 dangerous occurrences to Comcare during 2006–07. It is the department’s view that the increase in reported dangerous occurrences can be attributed to an increased awareness among staff of the need to report occurrences and the availability of the on-line incident register which has provided a more direct means of reporting such occurrences.An incapacity is an incident resulting in the inability to engage in work and/or an inability to work at the same level as undertaken immediately before the injury. Lost time injuries represent the number of incidents resulting in one or more working days incapacity within each financial year.

Prescribed incapacity represents the number incidents resulting in 30 or more successive working days incapacity within each financial year.

Weeks lost represent the total number of weeks of incapacities within the financial year.

The department experienced an increase in lost time injuries and prescribed incapacity during 2006–07. However early intervention and rehabilitation strategies continued to be successful in constraining increases in 30-day incapacities, thereby limiting the increase in total number of weeks lost as indicated by a drop in the ratio between ‘weeks lost’ and ‘total number of staff at 30 June, see table 99.

Incident reporting system

During the year, departmental employees recorded accidents, incidents and near misses on the easySAP incident reporting register. Data from this register was generated electronically and analysed on a quarterly basis. Data from the register was also tabled at the National OHS Committee meeting and other OHS forums. Improved capturing of incident data has assisted with analysing incident trends, identifying prevention strategies to reduce hazards and incident occurrences and improving OHS processes.

The incident register also captures lodgement data necessary to monitor whether the OHS reporting performance target in the DIAC Certified Agreement 2007–10 is being achieved.

Mechanism of injury

The department, in consultation with Comcare, identifies actions, events and exposure that cause serious injury and disease. The mechanism of injury descriptors are based on the national type of occurrence classification system and assist with identifying injury trends and setting injury prevention performance targets.

Workers’ compensation premiums

The primary ‘drivers’ of our compensation premium are the frequency of claims and time lost. Time lost is the biggest driver in total costs. During 2006–07 the department’s premium increased both in dollar terms and as a percentage of payroll.

Table 98: Three-year summary of occurrences

2004-05

2005-06

2006-07

Notifiable fatality

2

6

1

Dangerous occurrences

88

304

410

Table 99: Three-year summary of incapacity

2004-05

2005-06

2006-07

Lost time injuries

66

109

123

Prescribed incapacity

22

28

23.35

Weeks lost

1 408 (24.451)

1 577 (24.851)

1 592 (23.331)

Total number of staff

5 758

6 345

6 818
  1. Weeks lost / total number of staff at 30 June x 100.
Table 100: Three-year summary of mechanism of injury

Accepted claims

2004-05

2005-06

2006-07

Falls, trips and slips

27

36

33

Hitting objects

6

7

4

Being hit by moving objects

8

6

10

Sound and pressure

0

1

0

Body stressing

37

63

46

Heat, electricity and other environmental factors

0

1

0

Biological factors

2

0

0

Mental stress

5

5

8

Other and unspecified

15

26

21

Totals

100

145

122

Total number of staff

5 758

6 345

6 818

Table 101: Three-year summary of Comcare premiums

2004-05

2005-06

2006-07

Premium

$5 641 147

$4 728 063

$5 525 030

Per cent payroll

1.46

1.39

1.93

All agencies per cent of payroll

1.67

1.77

1.77
Note: No new incident investigations were started by Comcare during 2006-07.
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