Annual Report 2002–03 Volume I
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- Navigate this page:
- Child Support Agency—Agency Agreement
- Australian workplace agreements
- FaCS—Learning and development
- Child Support Agency—Capability development
- National Consultative Forum
- FaCS—Work–life diversity
- Child Support Agency—Workplace diversity
- Occupational health and safety
- Child Support Agency—Occupational health and safety
- FaCS—Internal communication
- Child Support Agency—Internal communication
Enabling our peopleCertified and workplace agreementsFaCS—Certified AgreementFollowing the approval of the FaCS Certified Agreement 2002-2005 in May 2002 work has been progressing to meet implementation timetables within the agreement. In particular the second pay increase provided under the agreement was subject to achieving agreed milestones. These milestones, which revolved around organisational performance and capabilities, leave management, guideline development and work reviews, were achieved and the pay increase was paid with effect from 1 April 2003. Work continues on the implementation of other aspects of the agreement designed at further enhancing efficiency gains and contributing towards the final pay increase due on 1 April 2004.
Pay rises specified in the agreement are dependent on achievement of corporate outcomes, including productivity gains. AdvancementCSA introduced a broadbanded staffing structure three years ago and is continuing to review and enhance that structure to maintain its integrity and success. The Advancement model has continued to improve CSA’s organisational capability by introducing a robust performance management tool. This tool is the cornerstone of the Advancement model and has resulted in improved feedback to staff, effective performance management processes and improved staff satisfaction. Over the coming year the focus will be on establishing strategies that further streamline the Advancement process and improve the management tools used to complement advancement and performance management within CSA. The streamlined process will align with CSA business needs, the APS merit principles and operate within the CSA Advancement framework in conjunction with the principles agreed to in the Child Support Agency (General Employees) Agreement 2002.
SES remunerationAll FaCS senior executive service (SES) staff have Australian workplace agreements (AWAs) in place. FaCS’ executive remuneration policy provides for an annual review of SES salaries taking account of the Australian Public Service SES Remuneration Survey published each year. FaCS executive remuneration and performance pay is set out in Part four—Financial statements.
Capability developmentFaCS—Learning and developmentFaCS is continuing to provide learning and development in response to environmental influences. Activities developed focus on identified workforce capability and skills gaps. In partnership with business units, learning activities developed and/or delivered covered the following themes: senior executive development—using strategic planning processes and individual coaching senior leadership development—a program including a series of workshops, peer coaching, learning groups and seminars partnering and relationship management financial management policy development and advising contract management. Evaluation data are increasingly used in decision processes in reviewing and developing all learning and development activities, resulting in activities that are tailored, where appropriate, to both APS-wide and FaCS needs. Child Support Agency—Capability developmentLeadershipCSA recognises the importance of having strong, skilled leaders in the organisation and has reinforced this in 2002–03. Key initiatives included: holding a leadership conference in May 2003 to increase leaders’ alignment with the key strategic directions of CSA and to give them the opportunity to hear and discuss the views of key clients and stakeholders. The conference was attended by over 300 staff. The use of innovative technology meant that every attendee could participate actively and make real-time contributions to the conference. Outcomes of the conference included clarification of future challenges and key messages and opportunities for leaders to submit ideas for improving CSA’s client, people and stakeholder services. recruiting 18 graduates to join nine current staff in participating in a graduate leadership program, including undertaking a CSA-tailored Graduate Certificate in Public Administration through the University of Canberra.
Business coachingSince 1999 CSA has invested in placing one or more coaches in every frontline team. The role of these coaches is to help staff develop skills to manage complex technical and client issues. A new coaching model has been put into action, with a strong emphasis on developing staff capability and knowledge so as to deliver quality outcomes. It will improve on the old model by: skilling coaches to enable them to develop staff capabilities in a proactive way. The new method will anticipate skill gaps and emerging business issues. exploring new ways to measure the outcomes achieved by coaching. The new coaching model will allow CSA to track the capability of its operational staff by evaluating coaching results in key areas. focusing on career development and sustaining regional coaching arrangements, so all staff can make the most of career opportunities. Corporate healthCSA gathers regular information about its culture and people through the Corporate Health Index staff survey. This year a new electronic short form was introduced to make completing the survey quicker and simpler, and to provide a more regular picture of staff satisfaction. Results of the most recent Corporate Health Index, conducted in March 2003, indicate that the morale of staff at the APS 4 level has decreased significantly over the past year. CSA has identified a need to improve the job satisfaction of these staff and has already established focus groups to identify key drivers of the corporate health of this key group of operational staff. On a more positive note, the results from the March survey also show that efforts to integrate the new information technology system ‘Cuba’ into the CSA work environment have paid off, with most staff indicating they are now comfortable using Cuba.
Rewards and recognitionThe rewards and recognition program provides a way for CSA to acknowledge the valuable contributions of its people to business objectives and values. Every three months one individual or team in each CSA site is recognised for their input to the business. A national award is given annually to the top nomination(s) from the site winners. In 2002–03 the efforts of the many staff involved in introducing ‘Cuba’ were recognised in a ceremony attended by the Minister for Children and Youth Affairs. National Consultative ForumThe National Consultative Forum is a formal channel for consultation within CSA. The forum has been in place for several years and continues to provide valuable input into a wide range of initiatives including the implementation of the new CSA computer system and the most recent agency agreement. The forum consists of management representatives and representatives elected by staff. DiversityFaCS—Work–life diversityFaCS is maintaining and improving an accessible and inclusive work environment that values its people and their contributions to the organisation. The following diversity initiatives were delivered: implementation of the FaCS Diversity Plan 2002–2004, Diversity pays work–life balance resources, information, support and advice to all managers and employees analysis, advice and information on diversity issues, including the launch and implementation of the FaCS Statement of Commitment to Aboriginal and Torres Strait Islander People and the FaCS. Indigenous Recruitment and Retention Strategy implementation of supporting guidelines for the Cultural Leave Clause in the FaCS Certified Agreement 2002–2005 coordination and support to a number of diversity stakeholder groups (including the FaCS Indigenous Officers’ Network, FaCS–Centrelink Women’s Forum, Disability Stakeholder Group, Disability Action Network and Harassment Contact Officers’ Network) which contribute to the direction of corporate policy and programs formation of an Assistive Technology Management Advisory Group comprising senior management representatives and assistive technology (AT) users. This group discusses the broader strategic issues FaCS faces with the use of AT, the interaction of AT products with other products and the future development of AT in the department. support and advice to managers and their staff with a disability, including assistance with technology provision of a care referral service for staff. Child Support Agency—Workplace diversityThe CSA ‘diversity wheel’ has been issued as a ready reference tool for all staff, to reinforce their awareness of their diversity responsibilities. This was a key component of the 2002–03 CSA Workplace Diversity Plan, which consisted of overarching principles and strategies that guided relevant events, activities and day-to-day operations. In this way CSA has incorporated diversity principles throughout the business. The 2003-04 program is in the final stages of development. Occupational health and safetyFaCS—Occupational health and safetyFaCS has an Occupational Health and Safety (OHS) policy and infrastructure that ensures cooperative consultation with FaCS employees about health and safety matters. FaCS’ national office develops national work environment policies, coordinates nationally consistent work environment policy delivery and delivers work environment services to national office staff. The Human Resources or Business Services Manager is responsible for work environment service delivery, national policy delivery, local policy development and local compensation management in each state or territory office. FaCS has a national OHS committee and local committees in state and territory offices. Health and safety representatives are elected and trained as required. No investigations were conducted in FaCS under the Occupational Health and Safety Act. No provisional improvement notices or other notices were issued.
FaCS incident reportsThere were only four OH&S incidents and these resulted in incapacity of 30 or more days. Child Support Agency—Occupational health and safetyOccupational health and safety policy and monitoring is undertaken nationally. The National Occupational Health and Safety Committee acts as the primary advisory body and meets quarterly. The case management of all compensation and rehabilitation is contracted to Acumen Alliance, and CSA has central administration of all claims and incident reporting with a focus on preventive and injury management strategies. During 2002–03 CSA: reported three dangerous occurrences received one provisional improvement notice received one improvement notice. CSA has already significantly addressed most of the recommendations made in the improvement notice.
Internal communicationFaCS—Internal communicationStaff can draw on a range of internal communication media for information on FaCS’ policies and programs, as well as policy developments and changes to organisational processes, systems and procedures that affect business. Internal communication vehicles include a weekly email newsletter, an intranet, and monthly meetings that feature presentations by the FaCS executive and project teams. This communication activity is supported by a quarterly hard copy staff magazine that aims to build a cohesive staff culture through the sharing of stories from staff across Australia and by providing a forum for recognising and celebrating individual and team achievements. Major issues communicated to staff included the development and implementation of a new corporate identity and strategic directions, the restructure of the department in November 2002, the upgrade of the human resources and finance system (IMPACT), and the second phase of welfare reform. Child Support Agency—Internal communicationCSA has a strong internal communication program, which has achieved awards for excellence on a number of occasions. Key internal communication vehicles include: regional newsletters a monthly national newsletter (available in both hard copy and electronic format) communication representatives in each CSA site C3—the CSA intranet site
the Community Services Directory—helps staff refer clients to appropriate community services in their local area. Major issues communicated to staff included the Agency Agreement, the recent Budget measures and outcomes of the CSA national leadership conference.
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