B8 - Human Resources Management

People Management

The Directorate implements a range of people strategies and initiatives to strengthen its capability and achieve its corporate goals. The 2017-18 People and Capability Work Plan drove the development of a strong and flexible workforce to deliver the Directorate programs and meet our objectives and obligations to our staff and the broader community.

Organisational Changes

The Directorate expanded its portfolio arrangements from 1 July 2017 with the creation and integration of the Suburban Land Agency and the City Renewal Authority into the broader Directorate Portfolio. The People and Capability Branch continued to support our people through this change and initiated the provision of a number of support services including Human Resource functions to the Suburban Land Agency and the City Renewal Authority through mutually agreed Service Level Agreements.

In addition, the branch reviewed its own structure and implemented a centre of excellence model to strengthen its capability in achieving corporate goals and to ensure improved and enhanced human resource service delivery across the portfolio. The branch formed three specific teams, focused on service delivery in three primary areas: people services; capability and performance; and work health safety and wellbeing.

Culture

The Directorate continued to work collaboratively across all levels of government, actively contributing to initiatives including:

  • People and Performance Council
  • HR Collaboration Forum
  • HR Directors Group
  • Drive and Culture ready program
  • Whole-of-Government Health and Wellbeing network
  • Whole-of-Government Inclusion program
  • Workforce Planning Communities of Practice
  • Whole-of-Government HRMIS steering committee and working groups
  • ACT Women's Plan 2016-2026
  • ACT Prevention of Violence against Women and Children Strategy and
  • EPSDD/TCCS Learning Management System Steering Committee.

People and Capability Branch also contributed to the review and implementation of several whole-of-government employment-related frameworks, including:

  • Enterprise Agreement bargaining
  • review of Conflict of Interest policy
  • review of ethics and integrity policies
  • review of new recruitment framework
  • the Reportable Conduct Scheme and
  • implementation of the self-service portal.

In April 2017, the branch undertook a staff satisfaction survey. Survey outcomes identified areas of strength and areas for improvement and led to Directorate-wide workshops in the earlier part of the year. The workshop findings informed the development of the People and Capability Work Plan and is contributing to the broader Directorate's Strategic Plan.

The Directorate continues to promote a values-driven culture through the ongoing promotion of:

  • Respect, Equity and Diversity Framework
  • ACTPS Performance Framework
  • ACTPS Signature Values and Behaviours
  • ACTPS Code of Conduct
  • White Ribbon Accreditation
  • Implementation of the Reportable Conduct Scheme.

Directorate Consultative Committee (DCC)

The Directorate is committed to ensuring appropriate consultation with our people. The DCC met six times, with a range of topics discussed. DCC membership and terms of reference were reviewed, resulting in new members being elected from across the Directorate. The DCC expanded its terms of reference to include representation from Suburban Land Agency and City Renewal Authority to capture employee representation across the Portfolio.

Public sector conduct

As a condition of employment, all employees must comply with the ACT Public Sector Principles, Conduct and Signature Behaviours, which are aligned with the Public Sector Values. The Directorate promotes conduct and behaviours through its induction program. Two code of conduct investigations and two instances of alleged reportable conduct were held during the year. Both code investigations resulted in identified breaches of ACTPS Code of Conduct with low to mid-level-sanctions implemented.

Workplace diversity and inclusion

The Directorate encourages and celebrates diversity in the workplace and promotes a safe, supportive and inclusive working environment to meet the needs of a diverse workforce. The Directorate continued to demonstrate its ongoing commitment to workplace inclusion through:

  • engaging with recruitment strategies to encourage recruitment practices that consider 'target groups'
  • reviewing the Directorate's participation in the whole-of-government Inclusion Traineeship Program
  • the Inclusion Trainee successfully completing their traineeship program and securing ongoing employment
  • participation on the Directorate's Reconciliation Action Plan working group
  • promotion of the Murrumbung Ranger Program and Murrumbung Mentoring Program for Indigenous staff
  • receiving reaccreditation as a Breastfeeding Friendly Workplace through the Australian Breastfeeding Association
  • participating in whole-of-government LGBTIQ initiatives.

During the year, the Directorate continued to focus on progressing the White Ribbon Workplace Accreditation program. As part of the accreditation process, managers and supervisors were provided with training to assist them to support a colleague who may be experiencing family violence. Through a partnership with a local women's refuge, some of our people did a 'backyard blitz' style clean-up day for the refuge.

The accreditation aims to deliver improved safety and morale within our Directorate, increase staff knowledge and skills about the issue of men's violence against women, and position the Directorate as an employer of choice.

Capability

As a result of a renewed focus on our people's learning and development, the Capability and Performance team was created within the People and Capability Branch in early 2018. A primary focus was to implement a new learning management system (LMS), design learning frameworks and deliver and facilitate a range of development opportunities across the portfolio. People and Capability designed a new Executive Dashboard that provides senior leaders with key information on their resources, including diversity information, age profiles and workforce availability.

Building capability

The existing learning and development delivery model was reviewed and several new learning frameworks formulated, including: The Directorate Essentials, Managers Tool Kit, Safety First Essentials and a renewed focus on PCS training. In addition to a new team being established in People and Capability, a dedicated Learning and Development officer position was established in the PCS to ensure consistency and compliance with mandatory training requirements.

Core ACTPS training programs were delivered in-house using existing qualified resources without the need to procure external providers at extra cost.
This resulted in a tailored and relevant delivery model while also significantly reducing external training costs in meeting the objectives set out in the ACTPS Core Learning Policy.

In addition to internally developed courses, Performance and Capability have taken a strategic and coordinated approach to delivering essential programs by procuring the services of qualified external providers via the whole-of-government Training Services Panel. This approach has resulted in significant cost savings and timely delivery of essential learning and development programs.

Introduction of MyLearning - Learning Management System

The development and implementation of MyLearning was a joint collaboration between EPSDD and TCCS. The introduction of the learning management system has enabled the Directorate to transform existing learning and development activities to a strategic, coordinated and efficient approach and has resulted in MyLearning becoming a system that is available to all employees as a source of truth for the management of learning and development activities. MyLearning provides an ongoing platform for the Directorate to enable a strategic approach to learning and development.

Strengthening a Learning Culture to ensure good governance and compliance

The combined results of the implementation of MyLearning and the formation of the Capability and Performance team has resulted in strengthened processes around learning and development activities within the Directorate portfolio to ensure compliance with key legislation and policies. Examples include the following:

  • The Directorate Essentials Learning Frameworks align learning and development activities with the ACTPS Core Learning Policy.
  • Specialist Mandatory Operational Training Learning Frameworks have been implemented to ensure Parks and Conservation Service employees are trained in the work they do, in line with the Work Health and Safety Act 2011.
  • Historical training records have been captured and uploaded into MyLearning and aligned with Learning Frameworks, allowing managers and employees to easily see what training they have completed and identify gaps in their training requirements.
  • Collaboration continued between EPSDD and TCCS with the establishment of a steering committee and an administrators' working group.
  • A training committee was established within PCS that comprises senior members from all depots and aims to facilitate a holistic, consistent and cost effective approach in delivering core operational training to staff.
  • The Planning Delivery Division was supported to introduce a pilot leadership and development program. The program commenced with facilitated training for senior officers and managers (Senior Officer Grade staff) to develop leadership capacity, create trust, encourage greater collaboration and form career and professional development paths. The facilitated training component received positive feedback from staff and will continue being delivered into early 2018-19 before being formally evaluated.

Graduate Program

The Directorate hosted 13 graduates; seven during the 2017 calendar year and six during the 2018 calendar year. Participants who successfully complete the Graduate Program, workplace commitments (including the requirements of probation) and certificate qualifications become full-time permanent officers of the ACTPS at the ASO 5 classification. All graduates from the 2017 intake were appointed to permanent positions in December 2017 to the following work areas:

  • Catchment Management and Water Policy, Environment Division
  • Impact Assessment and ACAT Coordination, Planning Delivery Division
  • Strategic Finance, Business, Governance and Capability Division
  • Communications, Engagement and Executive Support
  • Strategic Projects Facilities and Infrastructure, Urban Renewal Division
  • City Renewal, City Renewal Authority

Key milestones for learning and development

July

  • MyLearning Contract in place

August

  • Working Group established to configure system

September

  • Testing Commences

November

  • MOU signed between EPSDD and TCCS

December

  • Course schedules created for 2018

January

  • Mandatory Operational Training Skills added

February

  • Single Sign On available
  • Development of Internal training programs commences

March

  • Launch to all EPSDD employees
  • Capability to deliver internal mandatory programs at no extra cost
  • 54 employees attend 3 sessions
  • 2 internal courses designed

April

  • Management dashboards designed -
    creating training transparency
  • eLearning development software purchased
  • Total of 4 internal courses designed
  • 137 employees attend 7 sessions
  • 141 Employees from Suburban Land Agency, City Renewal Authority, and Urban Renewal completed Fraud and Ethics training

May

  • Course schedule and Budget proposal submitted for FY 2018-19
  • New Reporting and dashboards created and available to all areas
  • Total of 26 sessions available to all EPSDD employees to register
  • Total of 282 employees attending 17 sessions
  • 33 courses proposed for FY 2018-19 budget

June

  • Online Performance and Development Plans designed and tested
  • E-Learning capability: available
  • 1100 additional training records located and uploaded
  • 20 courses delivered in 47 sessions
  • 506 people successfully completed training since 16 March 2018
  • 62 Suburban Land Agency employees completed Probity Fundamentals training
  • 2017-18 period 1042 training attendances covering a broad range of courses were recorded throughout the EPSDD portfolio

Staffing Profile

On 30 June 2018, the Directorate had a head count of 672 employees. The following graphics represent our workforce:

FTE and Headcount by Division

Branch/Division

FTE

Headcount

Business, Governance and Capability

57.4

58

Engagement and Executive Support

25.6

26

Environment

273.8

295

Land Supply and Policy

23.0

23

Office of Commissioner for Sustainability and the Environment

6.0

6

Office Deputy Director-General
Land Strategy and Environment

2.0

2

Office Deputy Director-General Sustainability and Built Environment

2.0

2

Office of The Director-General

4.0

4

Planning Delivery

88.8

95

Planning Policy

41.7

46

Sustainability and Climate Change

55.2

58

Urban Renewal

55.6

57

Total

635.1

672

FTE and Headcount by Gender

 

Female

Male

Total

FTE by gender

319.7

315.3

635.1

Headcount by gender

348

324

672

% of workforce

51.8%

48.2%

100.0%

Headcount by Classification Group and Gender

Classification Group

Female

Male

Total

Administrative Officers

145

57

202

Executive Officers

4

11

15

General Service Officers and equivalent

5

53

58

Professional Officers

16

13

29

Rangers

12

30

42

Senior Officers

142

131

273

Statutory Office Holders

1

0

1

Technical Officers

23

29

52

TOTAL

348

324

672

Headcount by Employment Category and Gender

Employment Category

Female

Male

Total

Casual

5

7

12

Permanent full-time

192

229

421

Permanent part-time

61

16

77

Temporary full-time

76

68

144

Temporary part-time

14

4

18

TOTAL

348

324

672

Diversity Profile

Headcount

% of staff

348

51.8% Staff are female

4

26.7% Female senior executive management

114

17% Staff are 55 years or over

23

3.42% Staff identify as an Indigenous Australian

22

3.27% Staff identify as having a disability

82

12.2% Staff are from a non-English speaking background

Headcount by age and gender

Age Group

Female

Male

Total

Under 25

11

3

14

25-34

97

79

176

35-44

118

83

201

45-54

75

92

167

55 and over

47

67

114

Average length of service

Gender

Female

Male

Total

Average years of service

8.0

9.8

8.9

Recruitment and Separation Rates by Classification Group

Classification Group

Recruitment Rate

Separation Rate

Administrative Officers

12.9%

7.1%

General Service Officers and equivalent

15.1%

10.1%

Information Technology Officers

0.0%

0.0%

Professional Officers

14.1%

7.1%

Rangers

0.0%

0.0%

Senior Officers

4.4%

5.3%

Technical Officers

14.7%

2.5%

Total

8.5%

5.7%

Classification Group

Recruitment Rate

Separation Rate

Executive Officers

56.9%

34.1%

Attraction and Retention Initiatives as at 30 June 2018

Description

Total

Total number of ARIns at 30 June 2018

14

Number of new ARIns entered into during the period

0

Number of ARIns terminated during the period*

6

Number of ARIns transferred from Special Employment Arrangements in the period

0

Number of ARIns providing for privately plated vehicles

0

*ARIns terminated may be due to staff departure, promotions or transfers

Classification Group

Classification Range

Remuneration as at 30 June 2018

Individual and Group Special Employment Arrangements

Administrative Service Officer 6 to Senior Professional Officer Grade A

$96,356 to $167,415