Annual Report 2001–02

Management and accountability PDF (376kb)

Enabling our people

FaCS and its agencies, Child Support Agency (CSA) and CRS Australia, understand their staff are their key resources. This section of the report focuses on management strategies to maintain workplace environments that allow staff to realise their potential.

Certified and workplace agreements

FaCS—certified agreement

A new certified agreement for 2002–05 was negotiated after comprehensive consultation with staff and unions. The agreement builds on the gains of the previous agreement, providing an attractive and responsible package of employment conditions and improving productivity through a number of performance improvement initiatives.

In an overwhelming show of support, more than 92 per cent of votes were in favour of the agreement, with 85 per cent of eligible staff voting.

Child Support Agency—agency agreement

Consultation has begun on the new Child Support Agency (General Employees) Agreement. The existing agreement has a nominal expiry date of 30 June 2002.

Child Support Agency Executive Level 2 staff and above are covered by Australian workplace agreements.

Broadbanding

The Child Support Agency moved to a broadbanded staffing structure in 2001 to increase organisational capability and better recognise and reward skills in resolving client issues. This structure recognises that most CSA work is client-focused at increasing levels of complexity, which require increasing levels of capability.

Based on demonstrated capabilities at the next level, 54 per cent of all broadbanding applicants were successful. The proportion of Australian Public Service (APS) 4 staff has grown 40 per cent because of broadbanding. This increase has been achieved while the overall operational staffing numbers have remained relatively constant.

Table 81 Child Support Agency—agency agreement—broadbanding results
Level	Total applicants	Number of successful applicants	Percentage of successful applicants
EL1	20	9	45
CSO 6	75	34	45
CSO 5	97	46	47
CSO 4	586	264	45
CSO 3	98	91	93
CSO 2	72	69	96
TOTAL	948	513	54

The Child Support Agency is reviewing the broadbanding process to maintain its integrity and make sure it aligns classification advancement with strategic directions.

CRS Australia—certified agreement

CRS Australia is negotiating a new certified agreement for 2002–05. Consultations have been widespread and inclusive, giving all staff the opportunity to make input. A range of alternative feedback channels have encouraged maximum staff participation.

Key initiatives for the new agreement include:

across-the-board salary increases over the life of the agreement to better align CRS Australia salaries with the APS median
broadbanding the rehabilitation consultant classifications to allow for staff movement through the salary ranges and some adjustment to the performance achievement system, including future investigation of team-based rewards
initiatives to further promote work–life balance, including payment of additional dependent care costs for unplanned overnight absences.

Capability development

FaCS—learning and development

FaCS has reviewed its approach to learning and development in response to environmental influences. An evidence-based business and partnership approach resulted in:

a more strategic focus of the orientation session for new staff and delivery of important information relevant to both new and existing staff to complement the orientation session (for example, early dissemination of FaCS information from the recruitment area and follow-up seminars)
development activities that focus on business partnerships and relationship management (for example, sponsoring attendance at the leadership and emotional intelligence program, partnering and relationship management workshops, contract management courses and project management workshops)
improved data-gathering and reporting systems on internal and external learning and development activities that all staff undertake.

Child Support Agency—capability development

Human resource development strategy

The key initiatives of the Child Support Agency’s people development strategy included:

increasing leadership capability by:
— recruiting 13 graduates to join 10 current staff in undertaking a specialised Graduate Certificate in Public Administration with a Child Support Agency focus through the University of Canberra
— developing team leader development training modules to increase leadership and management capability
— conducting business and learning forums for Child Support Agency senior leaders.
increasing the capability of all staff by implementing a major change management strategy for the transition to the new computer system. Key elements included:
— developing team coaches who have an understanding of the change process and the likely individual reaction to change as well as the technical skills to facilitate learning in their team
— developing the internal skills to produce e-learning products
— developing 100 e-learning modules to prepare staff for the implementation of the system
— developing training in specific areas such as safety in low security areas
— implementing an accreditation process by which trainers within CSA are given skills in training and facilitation
— increasing the uptake of the electronic training database.
measuring and moulding the Child Support Agency’s culture by conducting a third Corporate Health Index staff survey, which profiles nationally by site and job level.

The results in 2001 show a significant improvement across the organisation when benchmarked against the results of the 2000 survey. Particular improvements were in resources, time to do the job, change management and training.

Areas requiring further work were in resourcing and programming workloads for staff, and improving communication and implementation of broadbanding across the Child Support Agency.

Rewards and recognition

Once every two months, the Child Support Agency recognises teams or individuals within each CSA site who contribute significantly to business objectives and values. A national award is given yearly to the top nomination(s).

National Consultative Forum

The National Consultative Forum is the formal channel for consultation between the Child Support Agency and staff. The forum made valuable input into a broad range of initiatives and activities, including the new Cuba IT system, the results of the Corporate Health Index, CSA’s certified agreement, change management, and CSA’s advancement process. Management and elected staff representatives constitute the forum, which meets three times each year.

CRS Australia—capability development

CRS Australia restructured its human resources function during 2001–02 to improve overall effectiveness.

Workforce planning

CRS Australia has strengthened its organisational capability by developing a consolidated framework for workforce analysis and reporting. This provides management with accurate and timely trend analysis of workforce issues.

Recruitment and retention strategy

A CRS Australia priority was the continued development of recruitment and retention strategies. Major initiatives included:

providing flexible work and family arrangements for staff so that CRS Australia remains the employer of choice
analysing exit and entry data to identify retention issues and inform workforce planning
developing an expression-of-interest database for internal transfers
developing a targeted advertising strategy to attract key allied health professionals.

Learning and development

The agency endorsed a new framework that articulated a philosophy and approach for learning and development. The framework:

supports staff so they can meet customer and client needs
provides strategies that harness their individual motivation and encourage them to share experience and continually learn
uses personal and team-based coaching, both formal and informal, as the primary mechanism for ensuring continual learning.

Leadership and management development

Three key initiatives continued the agency’s emphasis on leadership and management:

the second national Leadership Development Program, with further programs to be run in 2002–03
design of an initiative to continuously improve management capacity to achieve accountability, compliance and business outcomes, which will be delivered in 2002–03
a pilot to assess an action learning group approach to improve individual and group leadership and help managers take on a greater position of influence.

National induction

A national corporate induction workshop was implemented and provides new employees with an insight into organisational values and advice on how to align their working practices with national best practice. This program complements existing workplace coaching processes and orientation and induction plans.

A major evaluation of CRS Australia’s induction approach began in June 2002.

Network of rehabilitation consultants

Through continuing application of professional development strategies, rehabilitation consultants are better equipped to implement new business streams, changes in national guidelines and case management approaches on a nationally consistent basis.

Individual performance management system

All CRS Australia employees participate in a performance achievement system with individual performance plans linking to corporate and business priorities. The fourth cycle of CRS Australia’s performance achievement system concluded on 30 June 2002. Employee feedback to a review of the system led to amendments that simplified rating scales and standardised templates.

The performance achievement system will be more comprehensively reviewed in 2002–03.

Diversity

FaCS—work–life diversity

FaCS strives to create an accessible and inclusive work environment that values and makes the best possible use of the contributions of all its people.

The department’s concern for work–life diversity delivered the following to and for its staff:

the launch and implementation of the FaCS Diversity Plan 2002–04, Diversity pays
diversity resources, information, support and advice to managers and employees
analysis, advice and information on work–life balance issues, including the development of a Guide to flexible work options
establishment and upgrading of existing family support rooms in state, territory and national offices
coordination and secretariat support to the Indigenous Officers Network, Diversity Contact Officer Network, Harassment Contact Officer Network and Disability Stakeholder Group—each contributing significantly to the direction of corporate policies and projects for FaCS
delivery on the FaCS Disability Action Plan
support to managers and their staff who have an injury, illness or disability, including those who use technological assistance tools
management of the contract for the Family CareLink call centre service
launch of the Guide to a workplace free of harassment, including promotional products and an online learning and development program on anti-discrimination and workplace harassment.

Child Support Agency—workplace diversity

In September 2001 the Child Support Agency launched its Workplace Diversity Plan 2001–02. The plan contains a range of strategies to ensure that all staff can contribute their best and develop to their potential.

The plan has six key areas with associated initiatives:

raise awareness of workplace diversity in CSA
establish an effective recording and reporting framework for workplace diversity
ensure CSA’s recruitment and selection practices reflect best practice in workplace diversity
provide all staff with a career path through access to appropriate development opportunities
identify and meet specific needs of the staff to encourage full participation of a diverse workforce
establish workplace diversity management principles to manage CSA’s workplace diversity program and objectives.

The ‘diversity wheel’, a ready reference tool distributed to all staff with the plan, was an innovative approach to reinforce their awareness of their responsibilities.

Plan for delivering multicultural services 2001–04

This plan provides the framework for integrating the principles of multicultural service delivery into all aspects Child Support Agency business.

Initiatives implemented in 2001–02 included:

redevelopment of the child support system to enable CSA to gather data on the main language people speak and their Indigenous status
translation of five key fact sheets into ten major languages, available on CSA’s web site and in print
a mail-out to 2300 community service organisations advising them of CSA products and services available to assist parents from culturally and linguistically diverse backgrounds
establishment, through the Outreach Program, of networks with other government agencies and community organisations with links to mutual clients
links to the CSA’s web site from web sites of other organisations servicing clients from culturally and linguistically diverse groups.

Child Support Agency disability access

The Child Support Agency has an ongoing commitment to provide access for people with a disability at all sites. See also Appendix 2—Commonwealth Disability Strategy performance report.

CRS Australia—workplace diversity

CRS Australia has an inclusive work environment that values and uses the contribution of people of different backgrounds, experiences and perspectives. CRS Australia recognises that a diverse workforce is creative, innovative and improves the achievement of outcomes for its client group. Workplace flexibility remains a key component of CRS Australia’s corporate culture and enables managers to be responsive to the needs of employees and clients.

CRS Australia’s commitment to work–life balance is reflected in its existing certified agreement and has been a key element in the development of the new certified agreement for 2002–05.

CRS Australia disability access

CRS Australia has an ongoing commitment to provide access for people with a disability at all its locations. See also Appendix 2—Commonwealth Disability Strategy performance report.

Occupational health and safety

FaCS—occupational health and safety

FaCS has an occupational health and safety policy, agreement and infrastructure that ensures cooperative consultation with employees about health and safety matters.

The department has moved its focus from traditional health and safety to the well-being of staff. Prevention and early intervention are strong elements of initiatives contributing to the department’s overall low rate of accident, incidents and claims for compensation.

Work environment initiatives

Focus on prevention and early intervention

FaCS’s focus on prevention and early intervention has helped reduce claim frequency and time off work. Initiatives that contributed to the reduction included:

Employee Assistance Program (EAP)—a free, professional counselling service available to staff who have issues that may be disrupting their life at work and home. FaCS is working in partnership with the EAP provider to ensure that the program delivers outcomes to FaCS as an employer and also to FaCS’s staff
WorkStation Assessment Program—for new staff and particularly those who have early indications of an overuse injury
Work environment library and health promotion information—a lending library that includes different mouse and keyboard technologies, stress management videos, and health and well-being books and information.

Focus on well-being

FaCS’s new focus on the well-being of staff involved initiatives such as:

Heart Week activities—healthy activities such as tai chi, yoga and a light and easy aerobics class highlighted the advantages of having a healthy heart. Olympic walker Kerry Saxby-Junna led a walk for a group of staff
Learning at Lunch Program—over lunch, staff could find out about much that is useful at work and at home, including nutritious cooking, stress management, superannuation and parenting teenagers
Health Expo 2001—staff could have a skin cancer check or a seated massage, try foot reflexology or have their eyes tested. They could try the Alexander technique, tai chi or learn about nutrition at the daily ‘Healthy Happenings’ series. The expo also gave them an opportunity to find out about health issues including women’s health, arthritis, diabetes, nutrition and cancer
User Pays Seated Massage Program—staff found this service convenient in their workplace and actively sought it out.

Child Support Agency—occupational health and safety

Occupational health and safety is directed by policy and monitoring at the national level of the Child Support Agency. The National Occupational Health and Safety Committee acts as the primary advisory body and meets quarterly to administer strategic performance outcomes.

All occupational health and safety service delivery was contracted to Acumen Alliance in December 2001. The management of all compensation and rehabilitation was transferred from the Australian Taxation Office to Acumen Alliance, and the Child Support Agency centralised the administration of incidents and claims.

Comcare delivered a report on its review of the Child Support Agency’s occupational health and safety performance in March 2002. The CSA has implemented recommendations both nationally and at each of the three sites that Comcare directly reviewed (Newcastle, Canberra and Brisbane).

Throughout 2001–02, the Child Support Agency maintained a coordinated approach to compensation. New targets were introduced to improve timeliness, and a consistent decision-making process was maintained.

CRS Australia—occupational health and safety

Under CRS Australia’s occupational health and safety policy and agreement, a staff health team centrally manages occupational health and safety, claims management and rehabilitation of injured workers.

CRS Australia staff are part of a national network of 15 work groups of health and safety representatives elected in consultation with the Community and Public Sector Union. Six new representatives were elected during 2001–02.

The National Occupational Health and Safety Committee promotes cooperation between management, unions and employees to maintain and improve occupational health and safety for all staff. CRS Australia continued to develop and review policies and guidelines in consultation with the committee.

Strategies

CRS Australia strategies to help prevent and manage workplace injuries included:

annual use of workplace inspection checklists by managers
an intranet site to help new and existing staff better understand workplace occupational health and safety
follow-up of all hazard and injury reports
analysis of trend data to develop injury prevention strategies.

Through these strategies, CRS Australia can manage the compensation premium through minimising risk and providing effective return-to-work programs.

CRS Australia employee assistance program

Davidson Trahaire provided the employee assistance program consultancy service to promote and maintain the health and productivity of all employees. Use of the service is voluntary, confidential and available to all employees and their immediate families. A new contract covers the period January to December 2002. In 2001–02 the annual usage rate was 9.2 per cent.

FaCS portfolio—occupational health and safety reporting

Under section 74 of the Occupational Health and Safety Act (Commonwealth Employment) Act 1991 departments and Commonwealth authorities are required to report on occupational health and safety matters. The following tables provide this information for FaCS, CRS Australia and the Child Support Agency for 2001–02.

Table 82 Occupational health and safety—incidents that required the giving of a notice under s. 68 of the Act, 2001–02
	FaCS (core)	Child Support Agency	CRS Australia*
Death	1	0	0
Serious personal injury	1	0	4
Incapacity of 30 or more days	0	0	1
Dangerous occurrence	1	0	5
* CRS Australia data includes vocational rehabilitation clients incidents.

Table 83 Occupational health and safety—details of investigations conducted and directions and notices given under the Act, 2001–02
	FaCS (core)	Child Support Agency	CRS Australia
Investigations, including tests conducted on any plant, substance, objects etc in the course of an investigation	0	1	0
Notices given to the agency under section 45 of the Occupational Health and Safety (Commonwealth Employment) Act 1991 that the workplace not be disturbed	0	0	0
Notices given to the agency under section 29 of the Occupational Health and Safety (Commonwealth Employment) Act 1991—Provisional Improvement Notices	0	14*	0
Notices given to the agency under section 46 of the Occupational Health and Safety (Commonwealth Employment) Act 1991—Prohibition Notices	0	0	0
Notices given to the agency under section 47 of the Occupational Health and Safety (Commonwealth Employment) Act 1991—Improvement Notices	0	0	0
* Of the 14 provisional improvement notices, 6 have been cancelled and 2 were found by Comcare to constitute no breach under the Act. The remaining 6 notices are still active.

FaCS portfolio—workers compensation premium rate

The 2001–02 prescribed rate for FaCS (including CRS and CSA) workers compensation premium was set at 1.14 per cent. The revised rate is 1.11 per cent for this period which will result in a bonus for the portfolio for this financial year.

FaCS (core) has decreased claim frequency to 17 claims in 2001–02, down from 26 in 2000–01. By focusing on early intervention and return to work, FaCS (core) has experienced a significant decrease in time off work for claims this year and achieved similar results in reducing time off work for claims from previous financial years.

FaCS—internal communication

FaCS ensures that staff are well informed about issues relating to core business. Internal communication vehicles include a weekly email newsletter, a quarterly hard copy newsletter and fortnightly auditorium meetings that feature presentations by the FaCS executive.

Staff were provided with information on new business initiatives and policy directions. Major projects included the development of the new FaCS strategic documents and certified agreement, the review of the department’s corporate identity and assistance with communicating welfare reform and strategic people management initiatives.