People Strategy 2010–2015Performance Through People

Build Capability

Retain

Monitor and Improve

Motivate & Inspire

Attract

Message from the Secretary 1

Business planning and action planning cycles 2

Introduction 4

Who we are 5

What we do 9

Our key challenges 11

Development process 12

Our goals 13

Goal 1 – Attract 15

Goal 2 – Retain 19

Goal 3 – Motivate and Inspire 23

Goal 4 – Build Capability 27

Goal 5 – Monitor and Improve 31

Email: People.Strategy@health.gov.au

AcknowledgementsThanks to the many people who contributed to the development of this Strategy, including the staff who took part in focus groups and sent in comments, those who kindly shared their stories for publication, the Internal Communication team for editing, Stuart Finlayson and the Publications Unit for design and production, the project team headed by Angela Saxby and the People Strategy Steering Committee for their guidance throughout the development process.

Samantha Palmer, General Manager, Communication and People Strategy

Contact

People Strategy 2010-2015 – Performance Through People

ISBN: 978-1-74241-139-2 Online ISBN: 978-1-74241-140-8 Publications Number: 6155

Copyright Statements:

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1

Message from the SecretaryThis People Strategy – Performance Through People 2010–2015 – is designed to provide a vision of how we will ensure effective delivery of the Department’s and the Government’s goals through the performance of our team.

This People Strategy is for current and potential staff and has been produced from the ground up by our staff for our staff in a broad engagement process. I would like to acknowledge and thank the many people who contributed along the way.

Engaging staff to deliver this Strategy was very important to me because our organisation needs to be people focused if we are to achieve and continue to clear the hurdles ahead.

It is through our people that we produce great results, and through our ability to attract, motivate and build our people’s capability and ‘greatness’ that our Department will continue to deliver the Government’s agenda.

There are significant reforms expected in the next five years – in health and aged care and across the Australian Public Service. These reforms mean we have a fantastic opportunity to make an even bigger contribution and difference to the lives of Australians.

These are exciting times with great opportunities to be involved in our energising work. Our team already has a culture of excellence, pride in our work, passion and commitment.

This People Strategy will be aligned with our corporate and business planning and governance frameworks and initiatives to ensure a consistent and integrated approach to people management. Our Annual Staff Survey and other monitoring approaches will measure our progress and ensure our attention is focused on our people.

Jane Halton PSM

2009 long service award recipients 1

2

Corporate Plan

Divisional Business Planning

Branch / State Of�ce / Section Planning

Individual Performance Development Scheme (PDS)

The Business Planning Cycle

Develop Annual Action Plan

Implement Action PlanReview & Evaluate

Measure, Monitor, Report

People Strategy

2010–2015

3

3. Measure, Monitor & ReportProgress against the Action Plan is monitored through:• Regular reporting and

evaluation mechanisms• Staff Survey and pulse surveysReport progress through the People Committee, Executive and NSPF, and communicate to all staff

1. People Strategy Annual Action Plan People Committee consults and engages with key stakeholders• Action Plan developed• Actions delegated• Reporting and evaluation mechanisms agreed • Dates for deliverables set

2. Implement Action Plan• Actions incorporated in relevant

local business plans and PDSs• Strategies piloted or implemented• Responsible areas provide progress

and evaluation reports to the People Committee as agreed

4. Review & Evaluate• Responsible areas evaluate strategies

after piloting or implementing and provide reports to the People Committee

• Overarching evaluation undertaken by People Committee based on agreed evaluation mechanisms

• Staff survey and pulse survey results

People Strategy 2010–2015 Performance Through PeopleAnnual Action Planning Cycle

4

IntroductionPeople Strategy: Performance Through People 2010–2015 outlines our five-year approach to attracting, retaining, building capability and motivating our people to deliver outstanding performance, and reporting and evaluating our success to continually improve.

Our approach was built using feedback from Departmental staff, managers, leaders and supports the broader strategic themes and values of the Department and the Australian Public Service (APS).

Annual Action Plans

The People Strategy will be supported in its delivery over five years with a staged and prioritised implementation approach comprising annual Action Plans – the first of which will be developed for the 2010/11 financial year.

A newly established People Committee which reports to the Departmental Executive will determine the prioritisation of goals, activities and resources through discussions with key stakeholders across the Department. The People Committee will review and update the People Strategy and oversee the development of a new annual Action Plan for implementation every financial year, to coincide with the Departmental Business Planning cycle.

The People Committee will evaluate the Strategy’s progress annually, report it through the Executive Committee and the National Staff Participation Forum (NSPF), and then communicate it to all staff.

5

Who we are As at 30 June 2009, the Department (including TGA) had 4,444 ongoing and 482 non-ongoing

employees (headcount)

14.8 per cent of ongoing employees work part-time, 1.9 per cent higher than the APS average

70.3 per cent of ongoing employees are female, 12.8 per cent higher than the APS average

The median age of our workforce is 42 years, on par with the APS median

2.3 per cent of ongoing employees identify as Aboriginal and/or Torres Strait Islander, 0.2 per cent higher than the APS average

3.6 per cent of ongoing employees identify as staff with disability, 0.6 per cent higher than the APS average

88.4 per cent of ongoing staff were retained between 1 July 2008 and 30 June 2009, 4.6 per cent lower than the APS average

2009 Staff Survey results (using the EMPI® tool in November) showed we were ahead of APS benchmarks on leadership, employer, alignment, job, development, influence, manager, interest, satisfaction and commitment.

>30 29

20<30 225

10<20 738

5<10 1058

1<5 1953

<1 441

No. of Ongoing

StaffYears

Length of servicein the Department

<20

20 – 24

25 – 29

30 – 34

35 – 39

40 – 44

45 – 49

50 – 54

55 – 59

>60

Age range

212

405

619

698

609

643

563

493

199

3

Ongoing Staff by Age Group

All figures as at 30 June 2009

6

Loca

tio

n D

istr

ibut

ion

Grad APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 Medical Of�cer

SES 1

Grad APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 Legal Of�cer

Medical Of�cer

Public Affairs

SES 1 SES 2 SES 3

1.0% 1.8% 3.4%0.7% 3.7% 7.5% 7.8% 8.5% 14.0% 8.7% 6.3% 3.2% 13.3% 25.0% 14.3%

Percentage of staff who will be eligible to retire in 3 to 5 years by Classi�cation

SES 2 SES 3

1.6% 9.5% 7.4%20.0% 7.6% 8.7% 8.5% 8.5% 14.2% 17.5% 15.5% 17.9% 16.7%

Percentage of ongoing staff who will be eligible to retire in 3 to 5 years by Classi�cation

Grad

DoHA

APS

APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 SES 1 SES 2 SES 30

10

20

30

%

1.5%

0.7%

0.1%

0.6%

0.5%

3.2%

2.1%

13.8%

6.1%

19.0%

14.5%

14.1%

26.8%

20.4%

30.7%

17.4%

14.4%

8.6%

2.4%

1.4%

0.7%

0.4%

0.2%

0.1%

Grad

DoHA

APS** Excludes Trainees

APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 SES 1 SES 2 SES 30

10

20

30

%

1.5%

0.7%

0.1%

0.6%

0.5%

3.2%

2.1%

13.8%

6.1%

19.0%

14.5%

14.1%

26.8%

20.4%

30.7%

17.4%

14.4%

8.6%

2.4%

1.4%

0.7%

0.4%

0.2%

0.1%

Ongoing Staff By Classi�cation

Ongoing Staff By Classi�cation42

54

94

89

153

178

198

3,636

WA

NT

SA

QLD

NSW

ACTVIC

TAS

(Central Of�ceACT Of�ce, TGA)

Total Ongoing Staff (Headcount)

All figures as at 30 June 2009

7

Grad APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 SES 1 SES 2 SES 3

Ongoing Female Staff By Classi�cation

DoHA

APS

0

25

50

75

100

%

Cadet

Grad

APS 2

APS 3

APS 1

APS 4

APS 5

APS 6

EL 1

EL 2

SES 1

SES 2

SES 3

Total

Number of Ongoing Aboriginal and Torres Strait Islander* Staff

by Classi�cation

Number of Ongoing Staff with Disability* by Classi�cation

3

0

0

19

42

52

16

13

5

2

4

1

0

1

0

0

159102

5

MedicalOf�cer 20

*choosing to identify

20

29

28

9

6

2

0

1

1

Grad APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 Medical Of�cer

SES 1

Grad APS 2 APS 3APS 1 APS 4 APS 5 APS 6 EL 1 EL 2 Legal Of�cer

Medical Of�cer

Public Affairs

SES 1 SES 2 SES 3

1.0% 1.8% 3.4%0.7% 3.7% 7.5% 7.8% 8.5% 14.0% 8.7% 6.3% 3.2% 13.3% 25.0% 14.3%

Percentage of staff who will be eligible to retire in 3 to 5 years by Classi�cation

SES 2 SES 3

1.6% 9.5% 7.4%20.0% 7.6% 8.7% 8.5% 8.5% 14.2% 17.5% 15.5% 17.9% 16.7%

Percentage of ongoing staff who will be eligible to retire in 3 to 5 years by Classi�cation

All figures as at 30 June 2009

8

Separations of ongoing staff by type

2007/08 2008/09

Resignation206 193

Transfer to another Agency190 182

Age Retirement42 42

Promotion to another Agency37 25

15 59Voluntary Redundancy

9 2InvalidityRetirement

4 4Death

4 3Terminationof Appointment

2007/08906 donations

Number of blood donations to the Australian Red Cross Corporate & Community Blood Donor Program

Staff donations to our partner charitiesvia direct payroll deductions

Our Giving

$53,050

2006/07

$63,637

2007/08

$64,691

2008/09

2006/07382 donations

2008/09918 donations

All figures as at 30 June 2009

9

What we doThe Department delivers the Australian Government’s priorities for health and ageing. We develop evidence-based policies, manage programs and undertake research and regulation activities. We also lead and work closely with other agencies to achieve results for the Australian Government and the community, and engage in open and constructive consultation with professionals, providers, industry and community groups.

The Department’s responsibilities are diverse and there is a common purpose that is reflected in our Vision statement:

Better health and active ageing for all Australians.

To undertake this role and realise our vision we need a workforce that is motivated and capable of delivering the Australian Government’s health and ageing policies and programs, now and into the future.

A detailed explanation of our work is in the Department’s Corporate Plan and Annual Reports found at www.health.gov.au.

Ministerial Correspondence 2005/06 2006/07 2007/08 2008/09Number processed 28,692 28,567 35,879 39,474

Number requiring a response 13,336 17,940 20,587 28,034

Number of responses completed on time 9,836 15,079 17,269 20,648

Completed on time 74% 84% 84% 89%

Question Time BriefsNumber completed (new/updated) 3032 2920 2930 4282

Parliamentary Questions on NoticeNumber Completed 181 182 108 112

Ministerial Requests for BriefingNumber Completed 1531 1319 1310 1650

Support services provided to the Ministers and Parliamentary Secretary

10

Number of contracts valued over

(incl GST) which wereentered into by the Department 1,930 2,677 2,637

$100,000

Number of pieces of legislation administered by the Minister for Health and Ageing69

Relevant outcomes and programs (2008-09 Annual Report)

47

programs managed

15

department-speci�c outcomes

that’s more than 15% of the entire Federal Budget

$49,000,000,000over

in Administered Expenses –

All figures as at 30 June 2009

11

Our key challenges The Department faces several major challenges over the coming years including:

• maintaining a sustainable and skilled workforce – recognising the increasing proportion of workers reaching retirement age, combined with the acceleration of younger workers filling higher level positions

• increasing challenges for our people to balance the demands of their work and private lives, build/maintain resilience and improve their health and wellbeing. It will be critical to provide our people with the best opportunities to address any imbalance and improve personal effectiveness

• the enormous number of policy challenges that require us to:

o build relationships across the Department, the government, stakeholder communities and internationally, and

o be forward looking, flexible and more citizen-centric

• establishing effective partnerships with the research community, health and aged care professionals and organisations and with consumers to ensure that public policy is based on ‘what works’ and how this translates into changes to practice and behaviours on the ground

• offering creative proposals while making incremental improvements to long-term programs and services

• embracing new technology to communicate effectively and be more engaging with and between citizens and policy makers to guide thinking and share solutions

• delivering support to government which is mobile, adaptive and fast, and delivering innovative thinking which has real substance and intelligent anticipation

• serving our ministers, meeting accountability obligations and encouraging a reasonable level of risk taking by our people

• recognising and managing the demands that financial pressures bring to do more with less. This means prioritising work and being more efficient and effective in our work while also making more effective choices about how we use our time.

12

Development processThis People Strategy was developed through a consultative process over a five-month period in 2009. In July, the Secretary invited all staff to provide ideas and suggestions through participation in national focus groups and/or by submitting comments via email. More than 250 staff across all levels, divisions and offices took part in these initial discussions or provided written comments.

A Steering Committee comprising nine First Assistant Secretaries oversaw development of the Strategy. The committee provided high-level input and advice, considered information gathered from staff and management consultations and reviewed drafts of the document at various stages.

In December 2009, the Secretary released the draft People Strategy, inviting all staff to provide comment. A wide range of comments were received and incorporated in order to finalise the document for Executive approval. In February 2010 the final People Strategy was presented to the Executive, received its full endorsement and was subsequently released to all staff.

13

Our goalsThe People Strategy identifies five goals to meet our challenges and deliver the Department’s outcomes:

Goal 1 To attract talented, skilled and diverse people through a streamlined and robust merit-based selection process and to provide flexible and competitive workplace conditions and exciting and important work.

Goal 2 To retain our people by valuing and rewarding their contribution and by supporting them through different life stages and health and wellbeing challenges.

Goal 3 To motivate and inspire our people by fostering a culture of genuine collaboration, engagement, innovation and respect.

Goal 4 To build and ensure effective use of our people’s professional and personal capability using a variety of learning tools, opportunities and career pathways.

Goal 5 To gather and consider people management information from all relevant sources to monitor and improve our performance through our people.

All Departmental staff play a key role in achieving these goals. The actions we take as an organisation, as leaders, as managers and as individuals are described on the following pages under each goal, with a set of high-level indicators to assess improvements.

The annual Action Plans will provide further detail regarding responsibilities, targets, performance indicators and timeframes and clearly articulate which actions are the focus for each year’s annual Action Plan.

Australia Day Awards 2010 recipients

Photo: R

ob Little

14

Visits to the DoHA 'Career Vacancies' Internet Page 2008-2010

8,564Aug

9,669Sep

10,378Oct

10,678Nov

7,806Dec

9,871Jan

9,037Feb

10,939Mar

10,238Apr

13,053Jun

12,862Jul

15,663Aug

13,672Sep

15,077Oct

10,258Nov

8,545Dec

12,039Jan

12,368May

JamieLogistics Team Leader National Incident Room Office of Health Protection Canberra

After many years in private enterprise my career goal was undecided. However, I now believe the work I am currently doing in the National Incident Room is more meaningful than anything I have done in the last 30 years.

My work provides me with an opportunity to make a difference in Australia’s response to health emergencies and the lives of those affected. My work has ranged from organising tetanus immunoglobin for the Samoa tsunami response to clearing a situation report to the Minister on Pandemic (H1N1) 2009. The incidents responded to have varied from bombings in Mumbai to bushfires in Victoria.

You only get out of the public service what you are prepared to put into it. Dilbert is dead. The harder you work, the greater your achievements, although the rewards are not always monetary. I am honoured the Pandemic (H1N1) 2009 Response Team won a team Departmental Australia Day award in recognition for our response to the Pandemic challenge.

The satisfaction from achieving the best possible outcome in health service provision for Australians is a powerful incentive.

Although I think things have improved over the last year, there is still some way to go with regard to recruitment issues.

Staff member, 2009 Staff Survey

15

Goal 1 To attract talented, skilled and diverse people through a streamlined and robust merit-based selection process and to provide flexible and competitive workplace conditions and exciting and important work.

What we will do

As an organisation

1. Review and improve our recruitment and selection processes based on best practice, including recruitment for the Graduate Development Program

2. Identify our ‘employer of choice’ attributes (our workplace conditions and policies), ensure they are competitive in the market and promote these to potential and current employees

3. Develop and implement a DoHA recruitment brand consistent with ‘One APS Career’

4. Continue to implement and improve our Diversity, Disability, Mature Age and Reconciliation plans

5. Implement the Government’s new industrial relations approach for the APS

As leaders

1. Recognise and promote the fundamentally important role recruitment plays in the Department’s performance

2. Strongly support and encourage appropriate attention to best use of existing staff capability and to effective merit-based recruitment and selection, induction and probation, and to contribute to their improvement

3. Support managers to complete recruitment processes quickly and effectively

4. Visibly demonstrate and promote the Department’s ‘employer of choice’ attributes

5. Display passion and commitment for implementing the Diversity, Disability, Mature Age and Reconciliation plans

As managers

1. Ensure existing staff capability is effectively deployed and build and maintain skills in effective merit-based recruitment decisions

2. Put appropriate time and effort into effective merit-based recruitment and selection, induction and probation

3. Complete recruitment and selection processes in a timely manner

4. Provide effective support and feedback to staff prior to and after recruitment

5. Recognise and actively promote diversity in the workplace

16

As individuals

1. Support new recruits within the team, mentor and share organisational knowledge

2. Welcome diversity in the workplace and build an understanding of the different needs of colleagues

3. Take personal responsibility for career development and progression

4. Take opportunities where they arise to promote the Department and the APS to potential new recruits

5. Engage in the new APS employment bargaining process

How we will measure our success

• Our level of competitiveness in the marketplace by strength of applicant field (panel assessment)

• Evidence of internal staff development through increased capacity and internal promotion

• Acknowledged reputation for delivering on employer of choice promises and meeting the expectations of new recruits through staff and special surveys

• A reduction in the average number of days to finalise a competitive selection exercise in our Department for ongoing non-SES employees

• Increasing proportion of our workforce who identify as Indigenous Australian employees, employees with disability and from a culturally and linguistically diverse background

• Implementation of the actions in the Diversity, Disability, Mature Age and Reconciliation plans

• Delivery of the new APS Collective Agreement that is supported by the majority of staff

JohnSenior Project Officer Office for an Ageing Australia Canberra

I joined the Department in July 2009, but working for the Australian Government wasn’t new to me. I’ve worked in a variety of jobs ranging from facility/building management roles to construction for several government agencies. More recently I worked as a Project Manager undertaking construction in Baghdad.

I enjoy working in the Department because I feel I have a lot to contribute. In truth, I was drawn to working here because of the ‘Ageing’ in the title! Through my work, I have found that the range of supportive programs undertaken by the Department that aids the community at large is extremely impressive and not widely known. It’s good to wake up each morning and undertake an interesting and informative job to the best of my abilities.

17

Graduates recruited to the Graduate Development Program

2006

2009

2010

2007

2008

52

64

87

91

104

Graduates recruited for theGraduate Development Program

TaylorGraduate APS Office for an Ageing Australia Canberra

In 2009 I made the leap from 10 years of fascinating gerontology-related research experience in the university sector over to full time work with the Department as part of the Graduate Development Program. The transition from PhD research to the public sector has been a steep but motivating learning curve. I have rotated through the Office for an Ageing Australia, Activity Based Funding for the National Health and Hospitals Reform Commission, the Pandemic (H1N1) 2009 National Incident Room and the Hon Minister Justine Elliot’s Office.

At the end of the day, there is a real sense of satisfaction that I can contribute my skills and training to the public service.

I have always felt proud to work for this Department and what the health and ageing polices are trying to achieve – and enjoyed most of my 14 years here. With the huge reform agendas taking place it should be a very interesting and rewarding time.

Staff member, 2009 Staff Survey

18

2008/09

2007/08

Other websites (eg Seek, MyCareer)

1623

1948

529

1932

Newspaper

GazetteDoHA website

NewspaperOther websites

(eg Seek, MyCareer)

1649

747

350

3338

Do

HA

Key

Rec

ruit

men

t C

hann

els

2007

-200

9

First Year Turnover (Ongoing)

9.1%14.8%20.2%

28.7%41.1%46.3%

2008/092007/082006/07

2008/092007/082006/07

Internal Recruitment Rate (Ongoing)

Current workforce appointed to a new position internally during the period

Turnover within 12 months of appointment

28

820

29.3

17

427

25.1

22

567

25.8

13

292

22.5

10

229

22.9

28

553

19.8

31

996

32.1

26

441

17.0

44

917

20.8

43

1278

29.7

36

920

25.6

47

937

19.9

36

807

22.4 22.4

22

492

DoHA Recruitment 2008-2009

21

476

22.7

Aug

17

227

13.4

Sep

33

778

23.6

Oct Nov Dec Jan Feb Mar Apr Jun Jul Aug Sep Oct Nov DecMay

Total number ofsubmitted applications

Av. no. of applications submitted per

permanent vacancy

Number of permanent vacancies advertised

All figures as at 30 June 2009

19

Goal 2 To retain our people by valuing and rewarding their contribution and by supporting them through different life stages and health and wellbeing challenges.

What we will do

As an organisation

1. Continue surveying staff and reviewing exit surveys to understand issues affecting retention and develop appropriate responses

2. Continue and expand a structured Reward and Recognition Program (including achievement awards, long service awards, excellence awards and ‘anytime’ recognition)

3. Develop and maintain a Health and Life (wellbeing) Strategy and workplace absence management strategy that has a greater focus on building a resilient and agile workforce and providing support to staff

4. Develop and implement a talent management strategy that emphasises talent initiatives (eg succession management and workforce planning) and explore further outposting of Central Office positions in states and territories to broaden retention opportunities for our people

5. Investigate setting up an Alumni program to provide opportunities for former and retired staff to be actively engaged with the Department to ensure a new source of workforce, skill building and coaching

As leaders

1. Review and understand local staff survey feedback and action plan activities to address issues, improve retention and talk about with staff

2. Actively encourage a reasonable amount of risk taking to nurture openness, creativity and innovation, and reward and recognise excellence and commitment

3. Be a passionate advocate of the Health and Life (wellbeing) Strategy, workplace absence management strategy and Alumni program

4. Encourage and support the flexible application of workplace policies and conditions for staff and discuss the importance of this with managers

5. Actively implement the succession planning and talent management strategy including personally recognising and encouraging people

As managers

1. Ensure adequate and balanced focus on supporting people and delivering objectives through regular face-to-face meetings between team members and supervisors

2. Ensure effective performance and good health by:

• monitoring staff wellbeing, including encouraging staff to take planned leave

• reviewing workloads and ensuring even distribution across work teams – or seeking clarification on reprioritisation

• applying flexible work practice policies with empathy, respect and a proper balance for long-term retention

20

• taking action to understand the causes of workplace injuries and prevent them

• creating opportunities for creativity, innovation and professional development

3. Ensure awareness of the Employee Assistance Program (EAP) and other support mechanisms available for staff, particularly those who may need extra assistance during different life stages

4. Recognise ongoing good and special performance of staff through personal recognition and advice to senior leaders

5. Actively succession plan and identify high performers

As individuals

1. Recognise and thank colleagues for their support and good performance

2. Ensure your manager is aware when you are feeling overworked or when you have extra capacity to assist others with workload

3. Access available support services when needed

4. Plan leave and breaks to ensure adequate rest and good health

5. Actively participate in Health and Life (wellbeing) activities

KimAssistant Director Medicare Benefits Medical Benefits Division Canberra

In my 10 years in the Department, the most challenging work I have done is the implementation of new Medicare items for endoscopic and endobronchial ultrasound to detect lung cancer. It was a very rewarding experience to work with key members of the medical profession and our own medical advisors within the Department, who recognised my hard work, attention to detail and understanding of the issues.

I’m fortunate to belong to a team of people who are all willing to pitch in and help out others in busy times, and who also share my sense of humour. I have also felt supported through my graduated return to work from an injury. People here realise that just because my arms are injured, that my brain is not! With the assistance of voice-activated software, I can still do the work I was doing pre-injury.

A typical day for me includes researching the policy intent behind a Medicare item, talking to members of the public who have enquiries about the funding for procedures they may be going to undertake, writing or reviewing Ministerial correspondence, providing advice on issues raised by my colleagues and evaluating submissions for amendments to current Medicare funded services and the implementation of new procedures.

Despite the busy workload, I’m doing what I truly enjoy.

21

Attended an Executive Level (EL) Calendar event activity

26.5%

Watched a taping of an EL Calendar event or other activity

7.1%

None of the above1.8%

Regular section or team meetings 90.1%

Regular branch/division meetings 80.1%

My Performance Development Scheme is linked to my branch business plan

55.9%

Business planning activities 49.5%

Read or watched an Executive Connect message/video

46.2%

Participated in a division or branch staff participation forum

28.8%

Percentage of staff who have participated in workplace activities over the past 12 months (2009 Staff Survey)

How we will measure our success• Intention to stay (staff survey measure)

• Retention rates

• Staff engagement in and feedback on reward and recognition activities

• Sick leave absence days per Full Time Equivalent (FTE)

• Involvement in Health and Life (wellbeing) activities

• Staff Motivation and Employee Engagement (survey measure)

• Reduction in injury rates and Comcare premium

• Review of EAP issues reports

22

RachaelSenior Project Officer Health Programs Hobart

I manage drug treatment projects and projects funded under the National Suicide Prevention Strategy. I enjoy working from a national perspective while being able to work with a local focus on our Tasmanian services.

I work in a very family-friendly environment and that is an important part of my job satisfaction. The support I have received since coming back from maternity leave has been fantastic and I have been able to access flexible working arrangements to help balance my paid and unpaid work. I feel like I’m contributing in a positive way in different areas of my life.

I feel very grateful that I have a supportive manager. My job can be very stressful at times and requires working quite long hours but I am supported by both my manager and my team.

Staff member, 2009 Staff Survey

Percentage of staff who feel they have the space and opportunities to be creative or do their own thing

(2009 Staff Survey)

Percentage of staff who feel supported to use their judgement at work and take reasonable risks

(2009 Staff Survey)

47%*

64%*

* other options included neutral, no response or disagree.

23

Goal 3 To motivate and inspire our people by fostering a culture of genuine collaboration, engagement, innovation and respect.

What we will do

As an organisation

1. Improve our Internal Communication Strategy, including ongoing rollout of Executive Connect, intranet upgrades and wider access to communication technologies (eg videoconferencing facilities)

2. Establish a staff engagement framework to improve opportunities for staff to contribute ideas and input to Departmental and APS-wide activities

3. Develop and implement a Leading People and Performance Program that incorporates a range of activities to build leadership and people management skills

4. Implement the recommendations of the upcoming Management Advisory Committee (MAC) report on Public Sector Innovation and develop an approach to planning and implementing small- and large-scale change in the Department and driving innovation which includes a strong focus on working with our stakeholders across the APS and with state and territory partners

5. Continue to implement and improve our strategy for ensuring a respectful, collaborative and cohesive work environment

As leaders

1. Motivate and inspire staff, communicate visibly and effectively, and create opportunities for staff to collaborate and innovate

2. Actively provide opportunities for staff to provide input and be engaged across their work, the Department and the APS

3. Support managers to devote time to, and build capability in leading, inspiring and motivating staff and talk about its importance

4. Espouse the importance of a respectful work environment and support and address poor workplace performance and behaviours in a timely and effective manner

5. Visibly communicate, promote and demonstrate the APS Values and Code of Conduct through modelling behaviours and effective relationships across the APS, Department and with external stakeholders

I value the skills and abilities of my staff and I have been conscious to build a sense of team.

People Strategy focus group participant, September 2009

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As managers

1. Recognise and act upon your important role to inspire and motivate the team

2. Communicate with the team to ensure awareness of high-level APS and Departmental goals and objectives, and connection to daily work activities

3. Be open to and encourage innovation and different points of view

4. Educate team members on the APS Values and Code of Conduct and model appropriate behaviour and effective relationships with APS and external stakeholders

5. Act quickly to address poor performance and poor workplace behaviours including any real or perceived experiences of bullying or harassment

As individuals

1. Take opportunities to contribute, provide input or feedback

2. Provide ideas and innovative approaches (solicited and unsolicited)

3. Provide feedback to managers and the leadership team so they can improve and understand the staff member’s perspective and build shared understanding

4. Be respectful and professional in all interactions and uphold the APS Values and Code of Conduct

5. Create and take opportunities to effectively collaborate within the immediate team, across the Department, the APS and with external stakeholders

MichaelActing Director Office of Aged Care Quality & ComplianceBrisbane

I enjoy working with my colleagues in the Complaints Investigation Scheme, both in the Queensland State Office and in Central Office (Canberra), and other State and Territory Offices. I think the work we do builds a camaraderie that crosses borders and binds the officers in the Scheme in a way I have not experienced in other work areas. For those who have never considered working in Aged Care, give it a go because it is interesting work. The Australian Public Service is filled with talented and committed people. I am constantly amazed at the varied backgrounds and interests of my work colleagues. In my case, the prospect of using my nursing qualification in a public service role was what attracted me to the Department.

Through my experiences in State Offices and in Central Office, I feel I have reached a position in which I can apply strategic thinking to decision making that takes into account a variety of stakeholders. I am constantly challenged in the work I do and I know that in OACQC, we are able to improve the welfare of the elderly Australians receiving care.

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How we will measure our success• Improvement in staff perceptions to contribute ideas and input to Departmental and APS-wide activities

(survey measure)

• Ongoing implementation of the activities under the Respect Campaign and Bullying and Harassment Working Group

• Improvement in appropriate staff satisfaction measures (survey measure)

• Response to ‘Understands how work contributes to Department meeting its goals and objectives’ (annual staff survey measure)

• Review of Workplace Harassment Contact Officer reports

• Improvement in measures of workplace behaviour

• Improvement in leadership scores (survey measure)

DannyWeb Developer IT Solutions Development Business Group Canberra

Developing departmental websites is both professionally and morally fulfilling. Improving access to information for all Australians, including those with visual or physical impairments, is challenging and allows me to make a valuable social contribution. For example, the best project I’ve worked on was the building of www.yourHealth.gov.au. This was one of the first ‘Web 2.0’ websites within the Australian government and allowed me to help set a benchmark for online engagement and public consultation. I was part of the Health Reform Taskforce Communication Team that won a team Departmental Australia Day award in recognition for this groundbreaking work.

There are many opportunities within the Department to make a contribution that benefits a lot of people in the broader community as well as promoting professional development.

Also, my colleagues have a great work ethos. The feeling that all members of the team are working towards a common goal really motivates me to do a good job.

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I am now in a workplace where the values of mutual respect, cooperation and professionalism permeate the whole branch, even when individuals are under pressure.

Staff member, 2009 Staff Survey

JenniferDepartmental Officer Family Health & Wellbeing Office for Aboriginal & Torres Strait Islander Health Canberra

Understanding how the Australian Public Service operates, our connections with Government, the way health policies are implemented and the important role we play in managing stakeholder relationships in facilitating government outcomes are some of the interesting things I’ve learned since joining the Department.

My professional background as a registered nurse working as a midwife, ophthalmic nurse and with youth with disabilities has assisted me greatly in understanding the issues and contributing actively in implementing health projects. Examples of projects include the National Bowel Cancer Screening Program, the Advanced Practice Requirements for Midwives – part of the 2009/10 Improving Maternity Services Budget Package – and now trachoma activities under the Improving Eye and Ear Health Services for Indigenous Australians for Better Educational and Employment Outcomes.

Every day is different and the variety of work I undertake is broad. Learning motivates me, and when I put theory into practice this gives me a sense of achievement.

Colleagues support each other and respect the strengths they bring to the teams. The branch heads I have worked for have stood out to me as being professional, great people and excellent role models.

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Goal 4 To build and ensure effective use of our people’s professional and personal capability using a variety of learning tools, opportunities and career pathways.

What we will do

As an organisation

1. Continue to operate a priority skills and knowledge improvement program for the entire Department, including implementation of efficient and quality e-learning modules linked to our current and future APS Workforce Plans

2. Review and improve the learning and development program through:

• conducting an annual needs analysis which covers core skills, management capability, technical capability and health system knowledge and policy (broad and detailed)

• undertaking regular competency assessment and skills audits

• reviewing and updating the Capability Map

• capturing data and taking action on broader development opportunities

3. Develop a mentoring and coaching program tailored to Departmental needs and provide more formal networking opportunities

4. Identify and implement:

• tools to assess and develop people management (eg 360 degree feedback)

• mobility options to allow broader career pathways within the Department and across the APS

• an expansion of the Corporate Directory to include a skills indicator, mentoring interest checkbox and search function

5. Develop links to universities and relevant technical bodies to extend connections, foster skills growth and assist recruitment

As leaders

1. Generate interest for the learning and development program and external learning opportunities

2. Recognise and promote the importance of allocating time to building capability in a variety of ways and explain how you are doing and leading this

3. Mentor and coach staff and support appropriate requests for skill building and movement of staff to ensure best use of capability

4. Contribute strategically to the annual needs analysis and workforce planning exercises

5. Lead knowledge-sharing activities (eg provide advice to staff through presentations and site visits)

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As managers

1. Provide team members with time and space to learn and encourage the activity

2. Attend training on people management and engagement, coaching, performance feedback, stakeholder collaboration and the health and aged care system

3. Identify and deliver options for skill building beyond training (eg developmental projects, rotations, job swaps, on-the-job coaching and educational reading)

4. Ensure sufficient time is taken to provide constructive feedback to individuals and the team on how to improve work practices

5. Nurture skills and talent within the team

As individuals

1. Take responsibility for career and skill building through participating in the Performance Development Scheme (PDS) and regularly reviewing skills and capability needs

2. Take opportunities to build skills through:

o identifying mentors and on-the-job coaches (supervisors can assist)

o taking an active interest in identifying and attending training on technical and core skills and the health system

o actively participating in knowledge-sharing activities within the Department and across the APS

o library research and readings

3. Participate in the needs analysis and skills audits

4. When available, keep Corporate Directory entry up to date with skills and interests

5. Give feedback to the Learning and Development team on training and programs provided to ensure continual improvement

ElsySenior Investigation Officer Office of Aged Care Quality & ComplianceSydney

I work on very interesting cases as a Senior Investigation Officer. Every case is special, but I’m particularly attracted to working with Aboriginal communities in country NSW.

I’ve been able to gain many skills in my job, including managing complex issues, teamwork, risk management and preparedness for the unexpected.

I am currently studying for a Master of Gerontology with the support of the Department.

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How we will measure our success• Implementation of training and training activities

• Staff feedback on building capability (eg formal training, on-the-job coaching, conferences, stretch projects)

• Regular monthly reporting of staff who participate in formal training and development

• Average number of days of formal training and development per person per year

• Number of staff who attend no formal training and development per year

• Percentage of staff supported to provide performance feedback (survey)

• Investment in learning and development over time and comparison with the APS

Training

2009: 80.4%2008: 75.2%2007: 77.4%2006: 75.3%2005: 70.9%

2009: 80.4%2008: 75.2%2007: 77.4%2006: 75.3%2005: 70.9%

Staff who undertook formal trainingand development in the past 12 months

Staff who undertook formal trainingand development in the past 12 months(Self reported staff survey measure)

Training

KylieSenior Project Officer Aged Care Branch Perth

The atmosphere and culture is very friendly and supportive and there is a great deal of experience, knowledge and skills amongst my colleagues. I like the variety of work and the opportunities to work with teams across many locations. I have experienced my share of challenges, but have grown from these experiences. When commencing in the WA State Office, I initially felt quite intimidated as I was the youngest person in the office with the least amount of public service experience. Although my peers were welcoming, I often felt external stakeholders were untrusting of my advice and saw me as an inexperienced officer. I feel I have now overcome this challenge by showing confidence in my abilities and demonstrating my knowledge and skills.

I see myself being able to achieve my career goals in this Department. I am constantly inspired by the people I work with and what they have achieved in their careers. I appreciate the confidence they show in my abilities which motivates me to continue to work hard and work outside of my comfort zone.

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On the job coaching from their immediate manager/supervisor 46.4%

APS skills training 42.1%

Job speci�c training 40.4%

Conferences or seminars 34.1%

IT training 22.1%

Management training 16.7%

Workplace responsibility training 9.0%

Extension projects/activities 5.4%

Formal tertiary study funded by the Department 3.6%

None of the above 11.1%

Percentage of staff who have participated in different types of training in the past 12 months

(Self reported 2009 Staff Survey measure)

I have seen a major improvement in the level of communication from the Executive Leadership (especially our Secretary, but more so from Deputy Secretaries) in the past 12 months. I think they are becoming more visible, especially through the Executive Connect messages and the EL Executive Briefings.

Staff member, 2009 Staff Survey

SamDepartmental Officer Remote Health Services Office for Aboriginal & Torres Strait Islander Health Canberra

I’m motivated and inspired by the work I do – my work is part of who I am. As a public servant, I’m part of a wider establishment that has responsibility for developing and implementing policy and providing services to maintain/improve the lives of Australians.

The people I work with make it a very pleasant work environment. They’re a cohesive, hard working, friendly bunch of people.

There are a variety of roles to be undertaken in the Department and there are good opportunities for development and promotion.

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Goal 5To gather and consider people management information from all relevant sources to monitor and improve our performance through our people.

What we will do

As an organisation

1. Improve our reporting system to effectively capture and analyse people data

2. Provide regular reports, analyses and recommendations on people success indicators to leaders and managers

3. Conduct regular internal pulse surveys of staff to supplement the annual staff survey to measure specific challenges and areas for attention

4. Develop an effective online exit declaration and exit survey tool to capture staff feedback

5. Establish a People Committee to:

o prioritise goals, activities and resources, and consider how we will measure our success, through discussions with key stakeholders

o oversee the implementation of the People Strategy

o maintain a strong Departmental focus on people

o provide an annual report on the progress of this People Strategy

As leaders

1. Consider and discuss reports and exit data with the leadership and management teams as part of a high-level focus on the importance of addressing people issues

2. Trial and implement actions to address issues raised in regular reports

3. Provide constructive feedback to People Branch on trends and needs identified

4. Contribute strongly to the People Committee and champion its decisions

5. Actively and visibly implement the People Strategy actions requested of the leadership and management teams

As managers

1. Consider and discuss reports and exit data with the divisional/office leadership team as part of an ongoing focus on people issues

2. Trial and implement actions to address regular reports in consultation with leadership

3. Seek assistance and support from People Branch and HR Managers with early identification and action on issues

4. Identify representation on the People Committee and provide feedback to management representatives to ensure effective representation

5. Implement People Strategy actions in consultation with the leadership team

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As individuals

1. Ensure reports are accurate through timely compliance with HR requirements (eg submit leave requests, update details on SAP ESS)

2. Complete pulse surveys, staff surveys and exit surveys to ensure accurate data

3. Contribute to the continuous improvement of Personnel processes, forms and surveys

4. Provide feedback to staff representatives on the People Committee to ensure effective representation

5. Implement People Strategy and annual Action Plan activities requested of the management team

How we will measure our success• Delivery of and satisfaction with reports and data provided

• Completion rates of pulse survey, staff surveys and exit interviews

• Improvement in the accuracy of staff data

• Effectiveness of the People Committee in overseeing the implementation of the People Strategy and communicating progress to all staff

Vicki Branch Head Service Access Programs Canberra

I really appreciate staff who challenge the status quo and who can think about ways our funded programs and services can be improved to respond better to the needs of the consumer or local community.

I have worked on a number of valuable programs in the Department and many programs which have really made a difference in improving health outcomes for local communities. Of significance are the Regional Health Services program and the Community Controlled Aboriginal Health Services. Many of the service models are highly innovative and have harnessed the available health workforce in creative ways to ensure their skills are best matched to meeting local needs.

I have found the public service a great learning environment. It has provided me over my 23 years of employment a diversity of work experiences in the health arena and given me immense satisfaction through the implementation of a number of key programs which have improved health outcomes for many marginalised groups in the Australian community.

I believe the diversity of the Health and Ageing portfolio offers a wonderful opportunity for developing and applying some of the critical skills in policy development, policy implementation and program management. This, combined with the fact that many of the Department’s initiatives and programs impact on lives of all Australians, makes the Department an interesting and rewarding place to work.

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I think the Department is taking steps to ensure ongoing improvement. My branch has worked hard on last year’s Staff Survey results and I think that we have seen great improvement.

Staff member, 2009 Staff Survey

KalyaniHR Metrics Team Leader People Branch Business Group Canberra

I have been working in Human Resources for over 15 years and still I learn something new every day. Being part of the SAP implementation team, and running the very first pay when the Department introduced in-house payroll, has so far been the highlight of my employment in the Department.

My current job in HR Metrics provides me with a great opportunity to use my technical and analytical skills. The duties range from assisting managers in various HR reporting matters to preparation of staffing information tables for the Department’s Annual Report.

While often working under pressure and tight deadlines, the great set of people I work with and the friendly atmosphere makes it all worthwhile at the end of the day.

20042005200620072008*

2009*

91%

87%

90%

87%

77%

80%

91%

Participation in the Staff Survey

*onl

ine

surv

ey

6155 February 2010

“It is through our people that we produce great results, and through our ability to attract, motivate and build our people’s capability and ‘greatness’ that our Department will continue to deliver the Government’s agenda.”

Jane Halton PSM Secretary Department of Health and Ageing