The department is committed to ensuring that it has a well trained and supported workforce by attracting, recruiting and retaining motivated staff and by creating opportunities for rewarding value-added work.

At 30 June 2009, the department employed 7027 ongoing and non-ongoing staff. There were 2890 staff in National Office, 3985 in state and territory offices, 152 staff providing services overseas including 124 Australia-based staff at overseas posts, 18 Airline Liaison Officers, seven employees on short term missions and three employees in Papua New Guinea. The department employed an additional 1016 locally-engaged employees (LEE) in overseas locations, who are administered by the Department of Foreign Affairs and Trade (DFAT) on the department’s behalf.

The department has a younger age profile and a higher percentage of female staff than the Australian Public Service average.

During 2008–09, the department had a retention rate of approximately 91 per cent and staff survey results indicated employees were overwhelmingly committed to the organisation.

Staff survey

Following a competitive tender process in 2006, the department commissioned Hinds Workforce Research to administer the 2008 DIAC Staff Survey.

Results of the survey showed:

• the overall ‘performance improvement target’ for 2008 was substantially exceeded
• six of the seven drivers of employee motivation measured showed a significant improvement, with the department also comparing well with Australian benchmarks
• commitment levels were considerably above the public sector mean.

The survey results also showed employees were:

• clear about what was expected of them and how their work contributed to the overall business of the department
• proud to work in the department
• of the view they had reasonable access to training and development opportunities
• highly satisfied with the support provided by their immediate managers.

Employees felt a greater sense of optimism and pride in working for the department and more empowered to do their jobs. Staff reported being less overworked and under pressure than in the previous survey.

In response to the survey results, each branch prepared action plans to address staff concerns and identify areas for improvement.

Workforce composition

At 30 June 2009, the department had 8043 employees, including locally engaged employees (who are administered by DFAT on the department’s behalf), representing a decrease from 2007–08. Details of the department’s staffing profile are shown in Tables 88, 89, 90, and 91.

Table 87: Staffing levels by location (headcount)

Location	As at 30 June 2008	As at 30 June 2009
National Office	2 978	2 890
New South Wales	1 386	1 350
Victoria	974	967
Queensland	437	446
South Australia	466	460
Western Australia	406	438
Tasmania	142	152
Northern Territory	59	67
ACT and regional offices	103	105
Overseas (Australia-based staff)	137	124
Overseas (other)	181	282
Australia total	7 106	7 027
Overseas3 (locally engaged employees)	1 000	1 016
Total	8 106	8 043

1. Figure includes 18 Airline Liaison Officers.
2. Figure includes 18 Airline Liaison Officers, seven employees on short term missions located overseas, and three employees in Papua New Guinea.
3. Locally engaged employees are staff administered by DFAT on behalf of the department.

 

Table 88: Staffing levels by classification (as at 30 June 2009)

Classification	Ongoing as at 30 June 2009						Non-ongoing1 as at 30 June 2009						Overall result2
	Full time			Part time			Full time			Part time
	Male	Female	Result	Male	Female	Result	Male	Female	Result	Male	Female	Result
Cadet	1	1	2										2
Graduate	18	33	51										51
APS Level 1	3	2	5	7	3	10		1	1				16
APS Level 2	12	2	14	5	3	8	13	36	49				71
APS Level 3	207	400	607	17	112	129	52	121	173	8	13	21	930
APS Level 4	474	792	1 266	15	183	198	15	37	52	1	6	7	1 523
APS Level 5	412	672	1 084	21	160	181	10	12	22		2	2	1 289
APS Level 6	502	684	1 186	18	147	165	5	3	8	1	2	3	1 362
Exec Level 1	487	493	980	13	135	148	13	6	19	4	1	5	1 152
Exec Level 2	177	173	350	3	20	23	3	3	6	1	1	2	381
Medical Officer 2	5	2	7	2	4	6							13
Medical Officer 3	1	1	2	1	1	2							4
Medical Officer 4	1	1	2										2
Public Affairs Officer 1	1	2	3				1	1	2				5
Public Affairs Officer 2	7	5	12										12
Public Affairs Officer 3	5	8	13		2	2							15
Senior Public Affairs Officer	1	2	3										3
Legal Officer	9	7	16		1	1	1	2	3				20
Senior Legal Officer	20	29	49	1	6	7	2		2				58
Principal Legal Officer	4	9	13		2	2							15
SES Band 1	47	31	78		1	1				1		1	80
SES Band 2	10	7	17				1		1	1		1	19
SES Band 3	2	1	3										3
Secretary	1		1										1
Total	2 407	3 357	5 764	103	780	883	116	222	338	17	25	42	7 027

1. Non-ongoing figures include irregular/intermittent staff.
2. Results exclude Locally Engaged Employees.
   Note: Figures are actual classification which includes people acting as at 30 June 2009.

 

Table 89: Staffing levels by classification (as at 30 June 2008)

Classification	Ongoing as at 30 June 2008						Non-ongoing1 as at 30 June 2008						Overall result2
	Full time			Part time			Full time			Part time
	Male	Female	Result	Male	Female	Result	Male	Female	Result	Male	Female	Result
Cadet		1	1										1
Graduate	16	29	45										45
APS Level 1	3	1	4				2	14	16	13	19	32	52
APS Level 2	5	5	10		2	2	19	31	50	10	6	16	78
APS Level 3	176	346	522	13	92	105	113	254	367	3	35	38	1 032
APS Level 4	471	784	1 255	6	151	157	20	33	53	6	5	11	1 476
APS Level 5	398	645	1 043	17	139	156	6	14	20	1		1	1 220
APS Level 6	492	717	1 209	20	153	173	1	6	7	1		1	1 390
Exec Level 1	503	545	1 048	9	103	112	3	3	6	4	3	7	1 173
Exec Level 2	192	175	367		14	14	2		2	1	1	2	385
Medical Officer 2	3	1	4	3	3	6							10
Medical Officer 3	1	1	2										2
Medical Officer 4	1	1	2										2
Public Affairs Officer 1	1	3	4										4
Public Affairs Officer 2	9	5	14				1		1				15
Public Affairs Officer 3	5	8	13		1	1							14
Senior Public Affairs Officer	1	2	3										3
Legal Officer	11	12	23		1	1							24
Senior Legal Officer	14	22	36	2	9	11	1		1				48
Principal Legal Officer	5	8	13		2	2							15
SES Band 1	50	39	89		4	4				1		1	94
SES Band 2	12	5	17										17
SES Band 3	2	3	5										5
Secretary	1		1										1
Total	2 372	3 358	5 730	70	674	744	168	355	523	40	69	109	7 106

1. Non-ongoing figures also include irregular/intermittent staff.
2. Overall results exclude locally engaged employees.
   Note: includes people acting in higher positions as at 30 June 2008.

 

Table 90: Senior Executive Service as at 30 June 2008

Actual classification	Male	Female	Total
SES Band 1	51	43	94
SES Band 2	12	5	17
SES Band 3	2	3	5
Total	65	51	116

Note: Figures include people acting on the above date, including two acting deputy secretaries (SES Band 3). Ordinarily at this time the department had three deputy secretaries, one female and two male.

 

Table 91: Senior Executive Service as at 30 June 2009

Actual classification	Male	Female	Total
SES Band 1	48	32	80
SES Band 2	12	7	19
SES Band 3	2	1	3
Total	62	40	102

Note: Figures include people acting on the above date.

People management initiatives

Workforce planning

In 2008–09, business units developed operational workforce plans as part of the department’s business planning process. The DIAC Workforce Plan 2008–09 was also developed to establish stronger linkages between business, budget and workforce planning, and to support the achievement of business outcomes and sustainability. It considered the workforce implications of known changes to the business environment to forecast the department’s workforce needs over a three-year period. The plan contained a risk assessment of workforce issues and proposed a range of strategies to mitigate identified risks. As a result, the department:

• continued to improve HR systems and reporting to develop a better evidence-based understanding of the factors driving various workforce issues within the department, and to evaluate the effectiveness of HR strategies
• adopted a three-year planning period (updated annually) for future strategic plans
• continued to implement initiatives in the DIAC People Plan 2008–11.

Workplace diversity

In July 2008, the department launched its Workplace Diversity Plan 2008–10. The aim of the plan is to increase representation in the department’s workforce of people with disabilities, mature-aged workers, Indigenous Australians and people who will contribute to its cultural and linguistic diversity.

The plan details specific recruitment and retention strategies to support employment and other initiatives including:

• establishing a register of independent committee members to participate in departmental selection processes
• acquiring accreditation as a breastfeeding friendly workplace by the Australian Breastfeeding Association
• promoting National Reconciliation Week and NAIDOC Week celebrations
• maintaining the Community Language Allowance register and encouraging employees to maintain their second languages
• providing pre-retirement seminars to employees nearing retirement age as part of the strategy to employ mature-aged workers
• establishing a working group to assist in finalising development of the Reconciliation Action Plan.

Learning and development

Learning and development activities in the department continue to contribute to the development of staff capabilities and skills through a broad range of learning options. These learning options include:

• training for sensitive operational roles through the College of Immigration
• graduate and leadership development programs
• induction and code of conduct training
• externally provided capability development programs, including those offered through the Australian Public Service Commission
• informal workplace learning obtained through coaching, mentoring, peer learning and on-the-job experience
• specialist training to staff undertaking offshore postings.

All departmental staff have been provided with a range of eLearning opportunities including access to virtual classroom technology and corporate and specialist training programs.

A new eLearning platform, introduced in 2008–09 has broadened the range of online training opportunities and streamlined the delivery of training courses.

The department has evaluated its learning and development activities to ensure learning is effective and continuously improves. Streamlined evaluation methods have made this a more efficient and cost effective process.

The department is also continuing to develop an evidence-based learning and development strategy, an action identified in the department’s strategic plan. The strategy will guide and inform the department’s capability development which is a key element in building and maintaining a high-performing workforce.

College of Immigration

The College of Immigration is responsible for delivering learning and development programs with a focus on the development of individuals for sensitive operational roles.

The college continued to work in partnership with the department’s business areas to develop and deliver robust role-based learning and development that is subject to external validation and, where appropriate, accreditation and/or internal certification. During the year, college programs were delivered to staff in compliance, case management, border entry, investigations, removals and detention services areas.

The college also provides a broader range of courses to operational staff including topics on duty of care, mental health awareness, migration legislation, and privacy and freedom of information legislation. A training needs analysis to inform the development of a broader integrated curriculum for the college was also undertaken.

Senior management committees

People Management Committee

The People Management Committee (PMC) contributes to organisational effectiveness by strengthening the department’s understanding of strategic human resource management. The PMC’s membership includes senior line managers, as well as human resources and learning and development professionals. It meets four times a year.

The PMC provides advice to the secretary and the departmental executive to ensure that planning on human resource issues is consistent with government objectives and the department’s business directions. The PMC also provides guidance to the executive on:

• leading the change agenda with a focus on people support, capability and training, leadership and culture
• ensuring a consistent approach to people management and workforce planning across the department
• setting and overseeing the department’s people management strategies as an integral part of regular business and departmental planning processes.

During 2008–09, the forward work agenda of the PMC focused on the implementation of the DIAC People Plan 2008–11, as well as considering a number of items required under legislation. The PMC was also closely involved in overseeing the implementation of the departmental restructure from July 2008. The restructure aimed to better align the department’s organisation to meet government priorities, to fund the efficiency dividend and pay increases under the Collective Agreement.

The PMC also contributed to the development of the Learning and Development Strategy, DIAC Workforce Plan 2008–09, Performance Management Strategy, the Job Analysis and Design suite of tools and the Flexible Working Arrangements Strategy.

College of Immigration Oversight Group

The College of Immigration Oversight Group (COG) was formed in April 2006 to oversee the establishment of the College of Immigration. The COG provides advice to the secretary on the operation of the college and oversees the development and operation of the college’s curricula. Specifically, the COG provides guidance to assist the college to meet its objectives by:

• overseeing the scope and quality of the training provided by the college
• ensuring programs are aligned with the business needs of the department
• ensuring specific recommendations made in the Palmer and Comrie reports are addressed.

The COG also provides advice on management and leadership program needs and opportunities.

The COG includes two independent external members who provide significant experience and subject matter expertise in learning and development. In addition to contributing to the continuous improvement process for the college, during 2008–09, the COG contributed to the development of the department’s Learning and Development Strategy and the broadening of the college curricula.

National Staff Consultative Forum

The National Staff Consultative Forum (NSCF) is constituted under the terms of the department’s Collective Agreement 2007–2010. It is the department’s peak consultative body of union, employee and management representatives on significant organisational change and employment issues.

The NSCF provides an opportunity to consult on matters such as conditions of employment and the implications of legislative, funding, organisational, technological and procedural changes for employees. It meets at least three times per year, with additional meetings convened when necessary.

Values and Standards Committee

The Values and Standards Committee was established to help implement the department’s cultural reform agenda. Its role includes:

• advising and influencing leadership
• ensuring embedded values are consistent with the APS Values and Code of Conduct
• promoting a positive, client-focused culture
• ensuring training activities include a focus on both APS Values and clients.

Since the committee’s establishment in 2006, it has contributed to cultural reforms through:

• the staff surveys undertaken in 2005, 2007 and 2008, including analysis of results and development of strategies to address issues raised in the surveys. Recent reports on the department show:
• our culture is more client-focused, open and accountable (Evaluation of the Palmer and Comrie Reform Agenda—including Related Ombudsman Reports by Elizabeth Proust 2008)
• there is strong stakeholder engagement (State of the Service Report 2008)
• championing the Immigration Dilemmas: Ethics, APS Values and Leadership (IDEAL) strategy to enhance awareness of APS Values, and ensure ethical behaviour is embedded across the department
• enhancing leadership through SES leadership programs
• monitoring and providing advice on code of conduct matters
• monitoring and providing advice on client and stakeholder feedback
• advising on ways of enhancing client service and national consistency.

The committee has four external members: two from other public service agencies and two independent community members. The external committee members bring significant experience, subject matter expertise and a whole-of-government perspective.

Health and safety committees

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

Key OHS issues are referred to the National OHS Committee, which met four times during 2008–09.

Ethical standards

The department has a clear set of values and ethical standards which are set out in the DIAC Strategic Plan 2009–12. They include:

• having fair and reasonable dealings with clients
• being an open and accountable organisation
• having well trained and supported staff.

The work of the department is supported by a strong governance framework and oversight mechanisms, including the Values and Standards Committee which reviews and provides assurance to the secretary on the ethical ‘health’ of the department.

Values and conduct

The Values and Conduct Section (VCS) has a key role in the overall management of the department’s ethical standards and has responsibility for the development and implementation of policies related to the APS Values and Code of Conduct under the Public Service Act 1999 and related legislative framework. VCS also provides advice and assistance to departmental employees on these matters.

VCS is responsible for the prevention, detection and investigation of allegations of fraud and criminal behaviour, and breaches of the APS Values and Code of Conduct by departmental employees. In 2008–09, the VCS received 303 allegations relating to the conduct of departmental employees.

Values and Code of Conduct induction and refresher training was delivered to approximately 2962 employees in 2008–09. Training was also provided to employees participating in the Overseas Training, Airport Liaison Officer and Fundamentals of Supervision courses. Specifically-tailored training was also provided to locally engaged employees at overseas posts.

The Immigration Dilemmas: Ethics, APS Values and Leadership (IDEAL) program was implemented across the department in November 2006 to assist all staff, especially managers, to model positive leadership, ethical behaviours and sound decision-making skills.

IDEAL provides staff with an opportunity to discuss ethical issues drawn from real life scenarios.

New hypothetical scenarios are introduced to IDEAL on a regular basis to maintain staff engagement with the program. It has been integrated as part of training across the department, for example, as a component of the Overseas Training Course, Values and Conduct training and Induction training.

Workplace relations arrangements

Collective Agreement 2007–2010

The DIAC Collective Agreement 2007–2010 is an important part of the department’s attraction, retention and development strategy. The collective agreement nominally expires on 27 March 2010.

Appendix 1 provides details of the department’s classifications and salary rates.

Senior Executive Service remuneration

SES remuneration and conditions of employment are determined by the secretary in accordance with section 24(1) of the Public Service Act 1999. All SES employees are required to have a comprehensive individual agreement, which typically provides for salary, superannuation, performance based pay, access to a motor vehicle (or equivalent cash out) and other applicable allowances.

Individual agreements

A breakdown of employees on individual agreements is shown in Table 92.

Tables 93, 94, 95 and 96 provide a breakdown of employees by:

• salary ranges
• the number of employees who received performance payments
• average and range of performance payments
• aggregate amount of performance payments.

 

Table 92: Number of departmental staff on individual agreements (Australian Workplace Agreement (AWA) or section 24(1) determination under the Public Service Act 1999) as at 30 June 2009 (nominal)

Classification	On an AWA	On a S24(1)	Total
APS Level 3	12	0	12
APS Level 4	14	7	21
APS Level 5	23	8	31
APS Level 6	16	8	24
Exec Level 1	79	38	117
Exec Level 2	135	40	175
SES1	66	17	83
Total	345	118	463

1. Does not include the secretary.

 

Table 93: Salary ranges for employees as at 30 June 2009

Classification1	Range of salaries2
APS Level 1	$22 208–$41 051
APS Level 2	$41 890–$46 597
APS Level 3	$47 712–$51 855
APS Level 4	$53 177–$63 036
APS Level 5	$59 314–$81 000
APS Level 6	$65 657–$83 000
Exec Level 1	$82 044–$107 000
Exec Level 23	$94 597–$213 000
SES Band 1	$131 875–$169 054
SES Band 2 / SES Band 3	$160 000–$224 700

1. Classifications such as Medical Officers, Public Affairs Officers and Legal Officers have been reported under the relevant APS classification in accordance with the Public Service Classification Rules, 2000.
2. Salary ranges reflect the department’s Collective Agreement and employees on individual agreements.
3. The Executive Level 2 classification category also includes salaries for the relevant Medical Officer classification as per the Public Service Classification Rules, 2000.

 

Table 94: Employees by classification who received performance based pay (nominal)

Classification	Number of employees who received performance pay1
APS Level 3	9
APS Level 4	17
APS Level 5	29
APS Level 6	21
Exec Level 1	84
Exec Level 2	158
SES Band 1	62
SES Band 2 / SES Band 3	18
Total	398

1. Numbers relate to employees who were paid a performance bonus for the appraisal period 1 July 2008 to 30 June 2009.

 

Table 95: Average bonus payment and range of payments by classification level (nominal)

Classification	Average payment	Range of payments
APS Level 3	$4 336	$1 757–$6 555
APS Level 4	$3 328	$1 163–$7 495
APS Level 5	$4 436	$1 675–$13 000
APS Level 6	$4 872	$1 395–$8 300
Exec Level 1	$7 049	$556–$15 000
Exec Level 2	$9 982	$1 330–$24 790
SES Band 1	$12 283	$2 306–$23 980
SES Band 2 / SES Band 3	$15 616	$3 573–$28 088

 

Table 96: Aggregated amount of performance payments by classification level (nominal)

Classification	Aggregated amount of performance pay1
APS Level 3	$69 381
APS Level 4	$56 581
APS Level 5	$128 653
APS Level 6	$102 303
Exec Level 1	$592 087
Exec Level 2	$1 577 211
SES Band 1	$761 548
SES Band 2 / SES Band 3	$281 089
Total	$3 568 853

1. Payments relate to the appraisal period 1 July 2008 to 30 June 2009.

Other non-salary benefits

The range of benefits, other than base salary, provided to employees under the department’s collective agreement and individual agreements include:

• flexible working arrangements including flextime, flexible time off arrangements, variable working hours, part time employment, job sharing and home-based work
• leave flexibilities, such as maternity leave, adoption leave, parental leave, family leave, purchased leave, annual leave, half pay annual leave, ceremonial leave, sick and personal leave, compassionate leave, defence reserve leave, emergency duty with state emergency services leave, jury leave and study leave
• carer’s rooms
• employee assistance program
• salary packaging
• a range of allowances including:
• community language allowance
• first aid officer allowance
• volunteer allowance to recognise responsibilities as a Health and Safety Representative, Harassment Contact Officer or Emergency Control Volunteer
• Departmental Liaison Officer (DLO) allowance for employees performing DLO duties.

Rewards and recognition

Providing positive feedback to staff and recognising their achievements is an important part of the department’s culture and business practice. The department’s Reward and Recognition Scheme provides a framework to acknowledge and reward employees for achieving corporate goals.

Individual and team achievements are also recognised through a number of internal and external awards. These include the secretary’s citations, Australia Day awards, Award for Client Service Excellence and external awards such as the Order of Australia and the Public Service Medal.

Australia Day awards within the department recognise the outstanding achievements of staff in leadership roles and staff who improve the quality of departmental services, working environment and management. The bi-monthly Secretary’s Award for Client Service Excellence recognises a member of staff or a team for service excellence on the basis of positive client feedback.

Health and safety

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 department’s Health and Safety Management Arrangements, developed in consultation with staff and their representatives as required under the Occupational Health and Safety Act 1991 (the OHS Act) and endorsed by the secretary on 14 September 2008.

Injury prevention

In line with the department’s commitment to reduce work related injury and illness and promote health and safety, a three-year planning cycle for strategically managing health and safety in the workplace has been implemented. The Injury Prevention and Management Plan 2006–09 adopts Occupational Health and Safety (OHS) performance targets issued by the Safety, Rehabilitation and Compensation Commission. The plan received executive endorsement in 2007 and work is continuing to achieve the plan’s broad range of targets.

Health, safety and wellbeing

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

• a national influenza vaccination program, with more than 2000 staff vaccinated nationally
• health and well-being promotion during DIAC Safe Work Australia Week that included displays in departmental offices nationally and a national ‘fun walk’
• the annual departmental Health and Safety Awards
• rehabilitation services with the aim of reducing the human and financial costs of work related and non-work related injury and illness
• eyesight testing for screen-based activities
• Employee Assistance Program and support services which provide employees confidential and professional counselling assistance
• ergonomic workstation assessments and ergonomic office furniture
• training for all new health and safety representatives
• first aid kit refreshers and training for first aid officers.

Health and safety outcomes

During 2008–09, there was a decrease in lost time injuries and prescribed incapacity. Early intervention and rehabilitation strategies continue to reduce the time lost due to injury.

The department’s Comcare premium was reduced by almost $3 million in 2008–09. Acknowledging this significant cut, Comcare awarded the department a further $44 146 premium reduction for performance in successfully managing claims and return to work processes associated with injury and illness.

These results reflect a reduction in the department’s ‘claims frequency’—the number of claims per $ million of payroll. In 2007 the department’s claims frequency was almost halved to 0.23 compared to 0.42 in 2006, a result directly attributed to the success of targeted OHS risk management strategies and the early intervention framework.

The department has also adopted active, targeted approaches to high cost and/or complex claims and implemented a range of strategies underpinned by the Injury Prevention and Management Plan 2006–09 to prevent injury and effectively manage return to work.

Health and safety representatives

Under the provision of section 24 of the Occupational Health and Safety Act 1991, designated work groups have been established, or are in the process of being established, where the department has moved into new office locations. The health and safety representative selection process for designated work groups has been reviewed as part of the Health and Safety Management Arrangement development process.

Occupational Health and Safety training

Occupational Health and Safety (OHS) training was provided as part of induction courses for all staff in the service delivery network and National Office. Specialised OHS and rehabilitation training was also provided as a component of various role-based training sessions in the department including compliance officer training, 457 visa monitor training and investigator training.

Section 29 (Provisional Improvement) Notices

There was one Provisional Improvement Notice issued under section 29 of the Occupational Health and Safety Act 1991, relating to the department’s Tasmanian State Office. The notice was cancelled by the issuing health and safety representative within the prescribed seven day period as per paragraph 29(13)(a) of the OHS Act.

Section 45 (Workplace Not Be Disturbed) Directions

There were no ‘do not disturb’ directions issued under section 45 of the Occupational Health and Safety Act 1991.

Section 46 (Prohibition) Notices

There were no Prohibition Notices issued under section 46 of the Occupational Health and Safety Act 1991.

Section 47 (Improvement) Notices

There were no Improvement Notices issued under section 47 of the Occupational Health and Safety Act 1991.

Section 68 (Notification and Reporting of Accidents and Dangerous Occurrences)

‘Notifiable fatality’ refers to any work-related death of an employee, contractor or member of the public. In 2008–09, the department notified Comcare of five work related fatalities. All five notifications were made following the handing down of findings from the coronial inquest into the loss of the Malu Sara on 12 February 2009. The deaths relate to the loss of the immigration response vessel Malu Sara on 15 October 2005.

A ‘serious personal injury’ refers to a work-related incident resulting in a person requiring emergency treatment by a registered medical practitioner, or treatment in a hospital as a casualty or admission to a hospital. In 2008–09, the department notified Comcare of 32 serious personal injuries.

A ‘prescribed incapacity’ refers to a work-related incident causing an employee to be incapacitated for 30 or more successive working days or shifts. In 2008–09, the department notified Comcare of three prescribed incapacities.

A ‘dangerous occurrence’ is an incident with the potential to cause serious personal injury, prescribed incapacity or death. The department reported 27 dangerous occurrences to Comcare during 2008–09.

Mechanism of injury

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

Workers’ compensation premiums

The primary ‘drivers’ of our compensation premium are claim frequency and time lost. Time lost is the biggest driver of total costs. During 2008–09, the department’s premium decreased in terms of total dollar premium and as a percentage of payroll.

Table 97: Three-year summary of mechanism of injury for accepted claims

Accepted claims	2006–07	2007–08	2008–09
Falls, trips and slips	35	17	13
Hitting objects	7	6	3
Being hit by moving objects	12	4	0
Sound and pressure	0	0	0
Body stressing	58	52	22
Heat, electricity and other environmental	0	0	2
Chemicals and other substances	0	0	1
Biological factors	0	1	0
Mental stress	16	4	0
Other or unspecified	22	0	2
Totals	150	84	43
Total (Australia-based staff)	6 818	7 106	7 027

 

Table 98: Three-year summary of incapacity for accepted claims

	2006–07	2007–08	2008–09
Lost time injuries¹	123	55	51
Prescribed incapacity²	63	40	34
Total weeks incapacity³	1 597.48	1 589.34	1 510.84
Total (Australia-based staff)	6 818	7 106	7 027

1. ‘Lost time injuries’ represent the number of accepted claims with incidents resulting in one or more working days incapacity.
2. ‘Prescribed incapacity’ refers to the number of accepted claims with incidents resulting in incapacity for 30 or more successive working days or shifts.
3. ‘Total weeks incapacity’ represents the total weeks lost for claims with incapacity determined in the financial year.

 

Table 99: Three-year summary of Comcare premiums

	2006–07	2007–08	2008–09
Premium	$5 525 030	$9 269 058	$6 437 473
Percentage of payroll	1.93	1.82	1.44
APS-wide average percentage of payroll	1.77	1.55	1.36

Commonwealth Disability strategy

Disability support for staff

The department’s Workplace Diversity Plan 2008–10 addresses ways in which the department can attract, recruit and retain people with disabilities.

It includes a strategy for the employment of people with disabilities, developed in line with the Disability Discrimination Act 1992. The strategy demonstrates the department’s commitment to the elimination of disability discrimination.

The department ensures its workplace environment complies with OHS legislation and provides additional services beyond those requirements. Specific initiatives for people with disabilities which are either complete or underway, include:

• completion of two successful internships for people with disabilities
• ongoing accessibility and usability testing with users of assistive technology for every product
• adjustments to the workplace including ergonomic equipment and aids
• appointment of a senior manager to champion the inclusion of people with disabilities
• access to flexible working arrangements
• provision of access to a rehabilitation case manager for staff members who experience health issues affecting their ability to function at optimal capacity in the work environment. The case manager works with the staff member, managers and appropriate support agencies to facilitate the employee’s ongoing participation and contribution in the workplace.

Disability support for clients

The department seeks to provide appropriate support to clients with disabilities.

For Humanitarian entrants, settlement service providers are made aware of client needs before arrival and appropriate care plans are put in place, such as ensuring accommodation is wheelchair accessible, where required. Humanitarian entrants are met upon arrival in Australia and linked with mainstream and specialist support services, including disability support services as needed.

Settlement service providers have strong networks with state and local governments and community, social and mainstream services to ensure clients’ needs are identified and addressed appropriately.

The Translating and Interpreting Service may be used by visually impaired persons who are not sufficiently proficient in English.

The department works toward ensuring its web content is accessible to people with disabilities. The website supports the Australian Government usability and accessibility guidelines and users can employ different assistive technologies such as read aloud, text magnification, screen reading and speech recognition software. The website does not rely on colour to convey information, text is resizable and the site is structured to enhance navigation.

All permanent visa applicants to Australia undergo medical screening where their health needs can be assessed. An outcome of the visa system is to prevent non citizens who pose a health risk from entering Australia. In this way, the department protects the Australian community from public health risks, minimises health cover and community service costs, and contains access to services in short supply.