ACT Public Sector 2015-16

At June 2016, the ACT Public Sector consisted of a workforce of 23,693, making up 11.0 per cent of the Territory’s labour force³². Overall, the ACT Public Sector had an increase of 1.7 per cent in the workforce from June 2015 to June 2016 (up from a headcount of 23,302 at June 2015). This increase is slightly less than the 1.9 per cent total increase of the Australian labour workforce during the same period³³.

Aboriginal and Torres Strait Islander employees in the ACT Public Sector were represented by a headcount of 332, making up 1.4 per cent of all ACT Public Sector employees. The headcount of Aboriginal and Torres Strait Islander employees in the ACT Public Sector has increased 4.7 per cent from the 317 Aboriginal and Torres Strait Islander employees at June 2015. The gradual increase of Aboriginal and Torres Strait Islander employees within the ACT Public Sector demonstrates the success of the ACT Government’s commitment to diversity employment.

ACT Public Sector employees who identified as a Person with a Disability were represented by a headcount of 486 (up from 466 at June 2015) or 2.1 per cent of all employees. Culturally and Linguistically Diverse employees were represented by a headcount of 3,933 (up from 3,803 at June 2015) or 16.6 per cent of all employees.

Table 30: Distribution of the ACT Public Sector (June 2016)

Table 31: Snapshot of the ACT Public Sector (June 2015 - June 2016)

ACT PUBLIC SECTOR ENTITIES

At June 2016, ACT Public Sector entities employed a total of 2,433 people (headcount), a 2.2 per cent increase from June 2015. As can be seen in Table 30 the largest ACT Public Sector entity at June 2016 was Calvary Health Care with a headcount of 1,292 employees (1,061.2 FTE), while the smallest ACT Public Sector entity was the ACT Electoral Commission with a headcount 15 employees (15 FTE). At June 2016, there were seven ACT Public Sector entities:

• ACT Audit Office;
• ACT Electoral Commission;
• Calvary Health Care ACT;
• Canberra Institute of Technology;
• Cultural Facilities Corporation;
• Director of Public Prosecutions; and
• Office of Legislative Assembly.

While the Director of Public Prosecutions (DPP) is an ACT Public Sector entity, their workforce profile data is incorporated in that of JACSD. However, for the purposes of the Agency Survey the DPP reports as a separate entity and their responses are included with those of the other six ACT Public Sector entities.

WORKFORCE PLANNING

The 2016 Agency Survey asked entities whether they had a workforce plan in place. Of the seven entities, four responded yes. Of these four entities, three detailed key workforce strategies to position their entity to meet future workforce demands. Common strategies identified by entities included:

• use of Attraction and Retention Incentives (ARins) and accelerated salary increments;
• use of consultants and contractors to meet increased work demands;
• succession planning for critical positions; and
• the provision of learning and development opportunities so that staff may gain qualifications to meet specific workforce needs.

ATTRACTION AND RETENTION STRATEGIES

Entities were asked to report on any critical skills shortages, capability gaps, or difficulty recruiting to or retaining employees in certain positions during the 2015-16 reporting period. Four entities highlighted areas where they had experienced difficulty with skills shortages. Due to the specialised nature of the work undertaken in many of the ACT Public Sector entities, these skills shortages were particular to each entity. For example, Calvary Health Care identified difficulty attracting staff to various positions that are specific to the hospital.

Table 32 – ACT Public Sector Attraction and Retention Incentives, benefits paid under an Australian Workplace Agreement and Special Employment Arrangements 2015-16

The range of pay classifications of those employees that received ARins and/or SEAs in the 2015-16 reporting period were from ASO6 (classification salary range: $77,482 to $88,676) to Principal 2.3 (classification salary: $139,061).

PREVENTING BULLYING AND HARASSMENT

The 2016 Agency Survey asked entities to report on the number of bullying and harassment related contacts received during the 2015-16 reporting period, and whether the entity had a formal system in place for the management of bullying and harassment. Positively, all seven ACT Public Sector entities reported having a formal reporting system in place to manage bullying and harassment.

The information in Table 33 provides an insight into the mechanisms of the reporting of bullying and harassment within ACT Public Sector entities. It is important to note that the figures captured in Table 33 are not a one for one indicator of bullying and harassment as it is possible for an employee to report through multiple mechanisms, or, have multiple employees report the same incident.

Table 33 – Reports of Bullying and Harassment in ACT Public Sector Entities, 2015-16

DISCIPLINE ACTION

Entities were asked to report on the number of investigations they conducted during the 2015-16 reporting period where an employee was cited as having breached section 9 of the PSM Act.

Table 34 – ACT Public Sector Misconduct Investigations Commenced in 2015-16

Table 35 – ACT Public Sector Investigations completed in 2015-16 where a Breach(es) of Section 9 was Found to have Occurred or where Allegations were Not Sustained

Entities were then asked to report on the sanctions imposed as a result of investigations completed in the 2015-16 financial year, where misconduct was found to have occurred. Table 36 shows the number of outcomes and sanctions imposed as a result of investigations completed in the 2015-16 financial year. It is important to note that, often more than one sanction can be issued as a result of misconduct and as such the number of investigations resulting in a breach may not reconcile with the total number of sanctions.

As shown in Table 36, the most common reported outcome of misconduct investigations during 2015-16 was the sanction of written warning and admonishment, with the second most reported outcome being termination of employment.

Table 36 – ACT Public Sector Entity Disciplinary Sanctions 2015-16

FRAUD AND RISK

Entities were asked whether a formal risk assessment had been undertaken during 2015-16 in accordance with the Risk Management Standard, with four entities responding yes.

In the 2015-16 reporting period, five entities reported that they had a current Fraud and Corruption Plan, and when asked if they had reviewed their Fraud and Corruption Plan within the past two years, all five entities reported yes.

Entities were asked to rate a number of integrity risks within their entity. Five entities provided a response to this question, the results of which are shown in Graph 13.

Graph 13 – Integrity Risks ACT Public Sector Entities 2015-16

As shown in Graph 13, for the 2015-16 reporting period:

• client fraud was the most frequently recorded response in the low risk category;
• IT Systems, finance and procurement and contract management were the most frequently recorded responses in the medium risk category; and
• asset management was the most frequently recorded response in the highest risk category.

THE ACTPS RESPECT EQUITY AND DIVERSITY (RED) FRAMEWORK

The 2016 Agency Survey asked ACT Public Sector entities to identify whether they provided RED specific training to employees during the 2015-16 reporting period. Three of the seven ACT Public Sector entities reported yes, with over 40 employees undertaking this training.

Table 37 – Activities to promote the RED message in ACT Public Sector Entities

In addition to the activities outlined in Table 37, three entities reported undertaking other initiatives to promote the RED message, including:

• RED training and RED refresher training;
• promotion of RED through posters, monthly HR updates, newsletters and signature blocks;
• ‘Positive Workplace Culture’ Policy;
• celebration of World Cultural Diversity Day;
• incorporating diversity as a theme of work planning days; and
• participation in the “Racism Stops with Me” campaign.

When asked about the initiatives used to promote the RED Framework during 2015-16:

• five entities reported using regular discussions about RED issues;
• two entities reported using a RED network that meets quarterly (or more frequently);
• one entity reported using RED training available to all ACT Public Sector entities; and
• one entity reported using discussions in management and executive committee meetings.

Entities were asked how their organisation ensured that all staff had access to the details of RED Contact Officers during the 2015-16 reporting period, the results of which are shown in Graph 14. Four of the seven ACT Public Sector entities reported that they provided details of their RED Contact Officers on the staff directory. Two entities reported that they did not use any methods to ensure staff had access to the details of RED Contact Officers.

Graph 14 – Access to details of RED Contact Officers in ACT Public Sector Entities

In addition to the methods listed in Graph 14, two entities reported using other methods for ensuring staff had access to the details of RED Contact Officers, including:

• folders and brochures;
• regular reminders at monthly all staff meetings; and
• inclusion of RED Contact Officers details in staff induction.

Entities were asked to report on the initiatives implemented during 2015-16 to support employees and potential employees from diversity target groups, in particular people from a Culturally and Linguistically Diverse background, Aboriginal and Torres Strait Islander Peoples and People with Disability. Initiatives utilised by entities included:

• providing cultural support to staff and providing access to Aboriginal and Torres Strait Islander cultural awareness training;
• targeted recruitment strategy to recruit people from diverse backgrounds, including ensuring all job advertisements are written to encourage inclusive recruitment practices;
• development of a work experience program for people of refugee and asylum seeker status;
• undertaking planning to implement the ‘Racism Stops with Me’ campaign; and
• promotion of reasonable adjustment, and encouraging staff to identify diversity matters and any support they may require in the workplace.

Graph 15 – Strategies used by ACT Public Sector Entities to support Aboriginal and Torres Strait Islander Employees 2015-16

As shown in Graph 15, the most commonly used strategies by ACT Public Sector entities to support Aboriginal and Torres Strait Islander employees during 2015-16 were: Aboriginal and Torres Strait Islander cultural awareness training and Aboriginal and Torres Strait Islander employee networks.

Other strategies that were used to support Aboriginal and Torres Strait Islander employees during 2015-16 were: building relationships with Indigenous Employment Service providers; having a dedicated Inclusion Manager; mentoring/coaching and learning and development opportunities for Aboriginal and Torres Strait Islander employees; and the development of a Reconciliation Action Plan.

ACT Public Sector entities were asked to identify the strategies used to support People with Disability employees during 2015-16. Of the seven entities:

• two entities used disability employee networks;
• one entity reported using an entity specific Reasonable Adjustment Policy;
• two entities used the whole of government Reasonable Adjustment Policy; and
• one entity used Disability awareness training.

Strategies used by ACT Public Sector entities to ensure accessible workplaces:

• ongoing formal and informal disability accessibility assessments;
• accessibility audits on buildings;
• workstation assessments; and
• regular workplace inspections completed by a Health and Safety representative

All seven entities reported that they make managers and supervisors aware of the requirement to investigate, and where practical, make reasonable adjustment(s) following disclosure of a disability. Entities do this through:

• ongoing promotion of disability awareness and support from HR areas;
• staff induction;
• promotion of the whole of government Reasonable Adjustment Policy;
• inclusion of reasonable adjustment questions in pre-employment paperwork; and
• workshops and training for managers and supervisors on disability awareness and recruiting to identified positions.

All of the seven ACT Public Sector entities reported that they did not make any applications for reasonable adjustment or financial assistance to the Commonwealth Job Access Program in the 2015-16 reporting period.

One entity reported engaging a Disability Employment Service provider during the 2015-16 reporting period.

PERFORMANCE AND CAPABILITY DEVELOPMENT

The 2016 Agency Survey asked entities to report on whether they monitored the utilisation of the ACTPS Performance Framework during the 2015-16 reporting period.

Table 38 – Utilisation of the ACTPS Performance Framework in ACT Public Sector Entities

Of the seven ACT Public Sector entities, four identified that they monitored the utilisation of the ACTPS performance framework during the 2015-16 financial year. In six of the seven entities, more than 85% of employees had a performance agreement in place.

Table 39 – Strategies used by ACT Public Sector Entities during 2015-16 to enhance, develop or improve employee capability and performance

UNDERPERFORMANCE

Entities were asked to identify whether they monitored the number of preliminary underperformance discussions held during the 2015-16 reporting period. Of the seven entities, five reported that they did monitor preliminary underperformance discussions and that there were no discussions that proceeded to formal underperformance processes during the 2015-16 reporting period.

Entities were asked to provide details of the number of formal underperformance processes that were commenced in the 2015-16 financial year under the procedures set out in the relevant ACTPS Enterprise Agreement.

Table 40 – ACT Public Sector Entities Underperformance Processes 2015-16

Only one entity reported commencing any formal underperformance processes as set out in the relevant Enterprise Agreement during the 2015-16 reporting period. Six of the underperformance processes finalised in 2015-16 resulted in satisfactory performance at the completion of the process, and two processes resulted in the institution of development programs for the employee.

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<sup>32. Australian Bureau of Statistics, Labour Force Australia 6202.0
33. Ibid.
34. Director of Public Prosecutions is included in the reporting of Justice and Community Safety Directorate, and hence is included in the figures for the ACT Public Service.
35. Total additional remuneration paid under AWAs, ARins and SEAs during 2015-16 is an approximate figure.
36. Contacts with RED Contact Officers and HR can often be preliminary to seek advice on how best to deal with workplace conflict or whether an experience constitutes bullying and harassment. Feedback indicates that a large proportion of the issues behind initial contacts are resolved at a local level.
37. ‘Informally investigated’ is taken to mean where HR has kept some form of record of the discussions had/actions taken but has not proceeded to a preliminary investigation under Section H of ACTPS Enterprise Agreements</sup>