Corporate Services
Clients and Stakeholders
The main clients of Corporate Services are the Deputy Premier as Minister for Economic Development, Energy and Resources and Minister for Racing, Sport and Recreation; the Minister for Infrastructure; the Department's management and staff; other government agencies such as the Departments of Premier and Cabinet and Treasury and Finance; and Service Tasmania. The stakeholders include all our debtors and creditors, suppliers and contractors, employee and employer organisations, and the public in general.
Provision of Services
The Division's staff deliver the majority of corporate functions, with assistance from external contractors as required.
Achievements against Strategies Identified for 2002/2003
DIER Charter and Values
A number of significant achievements have characterised the development of the DIER Charter and Values throughout the Agency this year.
A Conference for all Managers and Reference Group members was held in October 2002 to review and refine the Corporate Plan. The Vision for DIER was created at this Conference, and key stakeholders of DIER provided input into shaping the Corporate Objectives.
DIER staff and clients once again participated in a survey to measure progress on key elements of the DIER Charter and Values. The response has built on the strategies and action plans that Divisions and the consultative structures of the Agency have developed to improve how the Agency does business. This work continues to inform and shape the integration of planning processes in the Agency.
Reference Group activity
As well as providing ongoing assistance to Divisional Representatives across the Agency, the Reference Group (the peak body for Divisional Representatives involved in the Cultural Change program) was engaged in a number of significant activities in 2002/03. These included:
The preparation of discussion papers on a range of issues related to the improved understanding and implementation of DIER's Charter and Values;
Organising and conducting a major meeting of Divisional Representatives and Branch Managers to consider implementation issues from their different perspectives and explore approaches to resolve them; and
Participating in the Organisational Conference in Launceston. This major, residential conference provided an opportunity for direct input into the revised Corporate Plan and Leadership Development activities. It also provided extensive opportunities for Reference Group members to directly interact with the entire Agency Management team.
Occupational Health and Safety (OHS) Management Framework
The implementation of the OHS Management framework was completed this year with the finalisation of policy and procedures that support the whole-of-Agency focus of "no injuries to anyone, ever".
A key strategy for 2002/03 was to raise awareness of responsibilities under the legislation, and training was provided to all Managers on the DIER OHS framework and their legislative responsibilities. Responsible Officers were appointed, and ongoing training provided to Safety Representatives. Staff awareness sessions are being developed for introduction in 2003/04. A pro-active approach to Occupational Health and Safety was supplemented by a number of activities in promoting a "happy, healthy and hassle-free" workplace this year.
Learning and Development
A key achievement this year was the development and implementation of a pilot Leadership Coaching program. This program provided five participants with personal coaching opportunities focused on individual leadership development. Goal setting and feedback were key elements of the program, which will continue in 2003/04.
DIER continued to emphasise key learning and development areas for staff in 2002/03 that support the DIER Charter and Values. Priorities were in the areas of management and leadership development, communication, and planning and monitoring.
Internal and External Communication
The Corporate Affairs Branch was formed in January 2003 with the amalgamation of the Communications and Marketing Branch and the Ministerial Liaison Unit. It brought together the two key areas for communication of corporate information and provides an opportunity for greater synergies in the development and coordination of issues and management of strategic communication.
The Branch ensures the effective management of DIER's external and internal communication, in all its aspects, across all areas of the Agency. This includes the quality assurance of ministerial and parliamentary documents, the provision of high level advice on strategic communication and the development and maintenance of the corporate Internet and Intranet sites.
Its aims are:
To provide information to the public and DIER employees about the Department's policies, programs and services that is accurate, complete, objective, timely, relevant and understandable;
To take into account the concerns and views of the public and DIER employees in establishing priorities, developing policies and implementing projects;
To ensure that DIER projects a positive and professional public image, and is visible, accessible and accountable to its Ministers, the Government and the public that it serves;
To provide information through a range of communication tools and to manage those tools effectively;
To ensure that communication is an integral component of the management process of DIER and that communication plans are implemented for each major project or initiative; and
To act as the central contact point for the Ministers' Offices, the Department, Statutory Boards, Government Business Enterprises (GBEs) and State Owned Companies (SOCs) in relation to ministerial-related issues.
Style Manual and Ministerial Handbook
The production of a comprehensive style manual for the Department was completed this year. The manual is a useful guide for anyone producing written material in the Department and provides a comprehensive step-by-step guide to best practice. It also details commonly made mistakes and areas of confusion in the use of English. Nearing finalisation is a Ministerial Handbook, which complements the Style Manual and provides a comprehensive guide to the handling of parliamentary and ministerial documents. It is planned to develop a training program around these key documents during 2003/04.
User-friendly Transport Website
Work was completed this year on the development of a user-friendly transport website with input sought from both local and international end users. An important feature of the work is the real time traffic management information through direct access to four traffic cameras in Hobart. Further work on the enhancement of the website will continue in the next financial year.
Electronic Transactions
Aligned with the implementation of the new Financial Management Information System has been the implementation of receiving and paying invoices by electronic means. This project involves large volume suppliers to the Department and alleviates the need to re-key large amounts of data. This is a continuing project designed to improve efficiency and effectiveness of processing.
Financial System
A project to transfer payment processes from the Concession and Student Assistance database to the agency Financial Management Information System has been progressed.
Property Management
A number of property-related issues were addressed during the year. These included the development of an office for the Minister for Infrastructure within 10 Murray Street, the relocation of the Infrastructure Resource Information System team, the beginning of an accommodation project for Racing Services Tasmania and the building of a common use toilet facility within 10 Murray Street.
Accrual Budgeting
In line with Treasury requirements, the Budget management process has been changed to include accrual budgeting requirements and the 2003/04 Budget was produced in accrual budget format.
Risk Management Framework
During 2002/03 the Department continued to strengthen its Risk Management Framework through the development of the three-year Internal Audit Program with greater emphasis on a risk approach. This included the introduction of computer-assisted auditing techniques to analyse all data in a particular set rather than use sampling techniques.
Information Technology (IT) Initiatives
During the year, the Information Management Branch (IMB) made significant inroads into the introduction of various (IT) infrastructure initiatives. These included the migration of the Department's GroupWise e-mail and calendaring environment to a Microsoft Exchange/Outlook environment. This required the implementation of an Active Directory to support Exchange 2000 and the progressive phasing out of other technology to provide the Department with a common environment for directory services, e-mail, file and print services. The development of a Business Continuity Service for the Department's e-mail and calendaring environment is scheduled for the next fiscal year, along with the introduction of Windows 2000 and Office 2000 environments.
Motor Registry System
The development and testing of the Business Continuity Service for the Motor Registry System (MRS) outlined all the recovery processes to be undertaken to ensure the system is able to be recovered and effectively operate in the whole of Government Business Continuity Service environment. Final acceptance testing of the environment is scheduled.
The introduction of a significant environmental upgrade to the MRS was a substantial infrastructure change, involving the movement to new hardware, a new operating system, a new version of Oracle and a new version of COBOL. Some of the benefits include greater access; newer, more reliable hardware; the capacity to further develop and refine the application layer of the MRS and on-line access to the National Exchange of Vehicle and Driver Information System (NEVDIS).
Backup administration was significantly simplified, system performance has been improved and, importantly, the MRS disaster recovery process is faster and much simpler. The new operating system has also been designed with security and optimised administration in mind. Ancillary benefits have included some work in relation to the system interface to the Department of Police and Public Safety.
Digitised Licensing
Digitised licensing introduced a new method of issuing licences and seamlessly integrating photo-capture software with MRS transactions, the result of this being a faster, higher quality transaction capable of producing driver licences. Storing the digital information within the MRS allows for faster renewal of licences and the potential for secure evidence of identity.
Other Key Achievements
Procurement awareness training to assist departmental staff to understand and implement the Government's procurement policies was developed and delivered throughout the Department. This training is now provided on a regular basis across the Department.
The Department reviewed and strengthened its GST compliance systems to ensure maximum compliance with the GST taxation regime.
Revenue and Payment procedures were reviewed in a number of key areas to streamline processes and improve service outcomes for clients of the Department.
State Service Act awareness sessions for all Managers were conducted in 2002/03.Continuation of the emphasis on Youth in 2002/03 with a further intake of trainees and a comprehensive induction program developed for these staff.
Progress towards development of a strategic framework to guide the Department's long-term directions for Information, Communications and Technology (ICT). Finalisation and introduction of an Integrated ICT Strategic Plan in DIER is scheduled to occur in the near future.
Commencement of development of a User Guide to assist staff in the forming of an 'idea' into an initiative for a Project. This guide will assist staff involved in leading a project initiative in DIER, providing staff with a valuable reference to project templates, the Tasmanian Government Project Management Guidelines, the Government's Procurement and Tender Guidelines and other relevant material developed by the Information Management Branch of DIER.
Delivery of information management and technology services for various departmental initiatives including the Transport Online Application Delivery System (TOADS) to enable the community to lodge applications for student bus passes via the Web and implementation of a Web-based Driver Knowledge Testing System as part of the driver testing requirements.
Provision of information, communications and technology advice and review of various specifications for information system requirements to be delivered as part of phase 3 of the Roads Information Management System: Traffic Statistics, Crash Management; and Bus Route Planning modules.
Introduction of a Web-based reporting environment to enable business unit managers to effectively monitor staff use of the Internet.
OUR PEOPLE
Learning and Development
Learning and development programs are a critical component of supporting staff to achieve the objectives of the DIER Corporate Plan, and, in particular, the development of a capable workforce.
Expenditure on learning and development programs, courses, conferences and workplace based learning activities for this financial year was $715,493. This represents 1.9% of the total salary budget. A breakdown by Division is represented below:
Generic learning programs accounted for about 16% of total expenditure, with the balance directed by Divisions to technical training and continuing professional development.
DIER endorses a planned approach to learning and promotes the Self Management Planning process to maximise the value and integration of generic and business unit-specific learning and development activity. The Learning and Development database is used as a method of capturing all activities undertaken to enable better analysis and direction of funds for skilling and developing staff.
This year's corporate learning and development priorities support key capabilities aligned to the objectives of the Corporate Plan and DIER's Charter and Values. These capabilities were Management & Leadership, Communication (verbal, written and interpersonal) skills, and Planning and Monitoring (including Project Management).
With the introduction of DIER's Occupational Health & Safety framework, training was provided to managers and safety representatives in relation to their OH&S responsibilities. There has also been a concentration of training to support staff in the transition to new emailing software.
As an RTO (Recognised Training Organisation) DIER has delivered and awarded nationally recognised Vocational Education and Training (VET) qualifications and continues to support staff in attaining accreditation as workplace trainers and assessors. The Department continues to support staff in attaining tertiary qualifications through the Study Assistance program.
Whole of Government Professional Development programs were again supported. These included Public Sector Management, Managing Policy, Springboard, Navigator, Staff Selection, Application & Interviewee courses, Graduate Programs, Legal Sessions and Diversity Awareness.
DIER has continued to invest in a variety of resources to support staff learning which are available on loan from the Department's Libraries. Relevant information kits promoting these resources have been developed.
| Employees Employed by Award or Agreement - HEADCOUNT | |||
| EMPLOYMENT BY AWARD OR AGREEMENT | Code | 2001/02 | 2002/03 |
| Administrative and Clerical Employees Award | S081 | 287 | 357 |
| Operational Employees Award | S086 | 19 | 18 |
| Professional Employees Award | S188 | 85 | 85 |
| Technical Employees Award | S135 | 71 | 65 |
| State Service Act 2000 - Section 31 | 8 | 14 | |
| State Service Act 1984 - Section 29 | 2 | 2 | |
| State Service Act 1984 - Section 38(1)(b) | 3 | 1 | |
| Senior Executive Service | SES | 4 | 0 |
| Miscellaneous Workers (Public Sector) Award | S148 | 74 | 67 |
| Federal Agreement F100 | 167 | 127 | |
| Miscellaneous - Trainees | MISC | 3 | 4 |
| Totals | 723 | 740 | |
| The figures exclude the following: | 2001/02 | 2002/03 | |
|
Casuals |
65 61 2 7 |
79 |
Notes:
When current contract appointments made under Section 38(1)(b)
and Section 29 of the former Act expire, a new contract will be issued
in accordance with Section 31 of the new State Service Act 2000.
The above figures have been adjusted to include Private Forests Tasmania
