The Corporate Services Division provides corporate policy, professional services and advice to the Department in relation to human, financial, physical, communication and information management. The Division plays a pivotal role in organisational change by collaborating with business units to enable the delivery of desired departmental outcomes and the meeting or exceeding of agreed service delivery expectations. The contributions of those who work in the Division are highly valued.
The areas of focus for Corporate Services support the achievement of DIER’s strategic objectives. These are:
develop and implement strategies to enable more responsive and effective service delivery to achieve quality outcomes for DIER;
promote an understanding of our services available to business units through presentation of specific and general education, information programs, and communication strategies;
in collaboration with key stakeholders, promote and develop strategies for continuous business improvements across DIER and contribute to whole of Government and whole of Agency issues to ensure an optimal operating environment for DIER;
achieve best value for money within budget. This objective is incorporated in all our Branches' business initiatives. We strive to deliver cost effective services, projects and policies and assist business units to deliver the best value within budget.
Clients and Stakeholders
The main clients of Corporate Services are the Minister for Infrastructure, Energy and Resources and Minister for Racing; the Department’s management and other staff; other government agencies such as the Departments of Premier and Cabinet and Treasury and Finance; Service Tasmania; and Government Business Enterprises (GBEs) and State Owned Companies (SOCs). 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 2003/04
Corporate Planning and Performance Measurement
Staff once again participated in the review and refinement of the DIER Corporate Plan this year. This involved a workshop which looked at our strategic objectives and involved significant input from key stakeholders in shaping these directions.
A workshop was also held to develop a set of performance measures at Group and Divisional levels for the Agency. This was the necessary next step in a process of further refining the Corporate Planning and Budgeting process of the Department. The development of key indicators will assist us in our decision making, measuring our progress towards achieving our objectives and to identify areas where we can improve our performance. During 2003/04, an initial set of Performance Measures has been developed for each division of the Department and data collection will commence during 2004/05. Since the development of Performance Measures is an iterative process, changes to the Performance Measures are inevitable as they are refined during the first year of implementation.
This year the Department developed a framework for an individual performance appraisal system as part of an integrated approach to Performance Management of Agency business. The Performance Appraisal system directly relates to the Department's strategic objective of maintaining and developing a committed and capable workforce, and has strong links to the Agency's Charter and Values. The system was presented to Managers and employees in a series of briefing sessions during the last quarter of 2003/04 and will be progressively implemented across the agency during 2004/05.
Giving and Receiving Feedback
In conjunction with the development of the Performance Appraisal system, training sessions were conducted to enable managers to develop greater skills and confidence in giving and receiving feedback from staff, as part of ongoing business improvement. Although the sessions were constructed around dealing with performance appraisals, commenting on day-to-day work, constructive criticism and giving praise, the skills developed will have application across internal and external stakeholder consultation. The intent is to deliver the training to staff at all levels in the coming year.
Employee Self Service
The Department has completed a pilot program of the Employee Self Service (ESS) in 2003/04. The ESS enables the electronic lodgement of leave forms, access to limited employee information for managers and the ability for employees to update personal details. The ESS meets Government and Department objectives of implementing technology to improve access to information, work practices and processes, and following the success of the pilot will be progressively implemented across the Department.
Occupational Health and Safety (OHS) Awareness
The Department has met its commitment to elevating the importance of OHS Awareness throughout the Agency. A specialist OHS Consultant was appointed this year to further develop the OHS Policy and Management Framework and to conduct OHS awareness and training sessions, with an initial focus on Accountable Persons and new employees. The training has been complemented by the production and dissemination of a new Departmental OHS Handbook.
Employee Induction ProgramAn Induction Program was developed this year to ensure that new employees are introduced to the Agency in a welcoming and informed manner. Features of the new Induction Program include:
pre-employment information for new employees;
a checklist for managers covering all workplace and job-specific issues;
a handbook for new employees that contains corporate information;
a workbook that allows inclusion of specific Branch/Division information; and
a corporate Orientation Day.
The program was scheduled to begin in July 2004.
Communications Style Manual and Ministerial Handbook
The production of comprehensive Communications and Ministerial style manuals for the Department has been completed and they are available on the Department's intranet site. The manuals provide a useful guide for anyone producing written material in the Department, including parliamentary and ministerial documents, and provide a comprehensive step-by-step guide to best practice. Training programs around these key documents will be undertaken during 2004/05. During 2003/04 around 5000 Ministerial-related documents were processed through the Department.
In the case of the Department of Infrastructure, Energy and Resources, external communication can involve the largest potential constituency of any State Government agency. It can include everyone who drives a car (roads/road safety/ registration and licensing), catches a bus (public transport), works for an employer (workplace safety) or even places a bet on a race meeting (racing services).
Good communication with the public, especially at a time of crisis, is a vital role of any government communications unit. A good example was the major landslip on the Lyell Highway near Queenstown in September 2003, which blocked the only direct road access between Hobart and the West Coast. Up to 12,000 tonnes of rock and rubble were eventually removed before the highway could be reopened.
Tasks co-ordinated by the Corporate Affairs Branch, in conjunction with the Project Liaison Branch, included regular media liaison, the preparation of media releases, newspaper advertising, flyers, a regularly updated scrollbar message on DIER's website, recorded messages on a telephone enquiry line and variable message boards advising travellers leaving Hobart.
For its role in handling this emergency and in communicating with the public, DIER received widespread praise both from within government and from the West Coast community.
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.
A project to transfer payment processes from the Concession and Student Assistance database to the agency Financial Management Information System has been completed and the FMIS has been upgraded to a newer version to enhance business functionality.
A number of property-related issues were addressed during the year. These included the ongoing negotiations with Treasury and Finance about tenancies for DIER entities within buildings that Treasury and Finance are selling to private owners; the finalisation of the move of Racing Services Tasmania to new accommodation; new accommodation for the Motor Registry System Review Team; the implementation of a structured property inspection regime within DIER; and upgrading of emergency procedures at all DIER sites.
In line with Treasury requirements, the Budget management process has been changed to include accrual budgeting requirements and the 2004/05 Budget was produced in accrual budget format.
Information, Communications and Technology (ICT) Initiatives
ICT initiatives progressed during 2003/04 included:
The introduction of an ICT Strategy Framework to enhance business performance. This provides a guide for the medium to long-term directions for an Integrated ICT Strategy for DIER. The Strategy supports the whole of Government framework to progress an integrated approach across Government.
The development of a framework for Corporate Governance for ICT. The Corporate Governance proposed aims to set the leadership, management, monitoring and review framework for ICT in DIER and provides a guide to implementing ICT Strategy.
In support of the Department’s ICT Strategy direction, a series of projects to further strengthen the Department’s ICT foundations. The projects included establishment of a common e-mail environment; upgrading the technical infrastructure from Windows NT to Windows 2000; and establishing a connected address book across the various Divisions of DIER to enable staff to more easily send e-mails and schedule appointments.
Implementation of an Information Security Framework across the Agency, in accordance with the Tasmanian Government Information Security Charter, to improve protection of Agency information assets, and to establish primary roles and responsibilities for information security across the Agency. This project is scheduled for completion during the next fiscal year.
Finalisation of a Disaster Recovery Plan limited to support the core Motor Registry System using the whole of Government Business Continuity Service.
Learning and Development
Learning and development activities are seen as critical components in supporting staff to achieve the objectives of the DIER Corporate Plan, in particular, achieving stakeholder support for all business activities and maintaining and developing a committed, motivated and capable workforce.
This year learning and development activities focused on leadership capabilities, and developing skills in the areas of negotiation, project management and giving and receiving feedback.
The Agency also continued its commitment to employees with study assistance where appropriate, with a number of employees undertaking University and TAFE studies.
Occupational Health and Safety (OHS) training for all employees has been a prime focus and will continue in 2004/05. In particular, all new employees will receive training during their induction and Accountable Persons will receive tailored OHS training.
Whole of Government Professional Development programs, Information Luncheons and Seminars were again supported.
DIER maintained its Recognised Training Organisation (RTO) status and as such delivered and awarded nationally recognised Vocational Education and Training (VET) qualifications to a number of employees and trainees.
Reported Learning and Development Activities at DIER for 2003/04
|Learning Activity||People||Total Training Days|
|VET Training/Tertiary Education||41||1407|
Generic learning and development programs accounted for about 18% of total expenditure, with the balance directed by Divisions to technical and functional training and professional development.
Expenditure on learning and development programs, courses, conferences and workplace-based learning activities at DIER for this financial year was $703,212. This represents 1.8% of the total salary budget. A breakdown by Division is represented below.
Note: Corporate Services figure includes all generic learning activity
Percentage of Salaries spent on Learning & Development
Employees Employed by Award or Agreement - HEADCOUNT
|Employees Employed by Award or Agreement - HEADCOUNT|
|EMPLOYMENT BY AWARD OR AGREEMENT||Code||2002/03||2003/04|
|Administrative and Clerical Employees Award||S081||357||375|
|Operational Employees Award||S086||18||17|
|Professional Employees Award||S188||85||79|
|Technical Employees Award||S135||65||57|
|State Service Act 2000 - Section 31||14||15|
|State Service Act 1984 - Section 29||2||2|
|State Service Act 1984 - Section 38(1)(b)||1||1|
|Miscellaneous Workers (Public Sector) Award||S148||67||108|
|Miscellaneous - Trainees||MISC||4||0|
NB figures Excluded
|Board Members 2003/04 = 61||62||N/a|
|Trainees 2003/04 = 1||2||N/a|
|Secondments and Transfers - Out||6||11|
2003/04 headcount includes employees formerly classed as casuals who were not counted in 2002/03.
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 State Service Act 2000.
The above figures have been adjusted to include Private Forests Tasmania
The above figures include 10 staff absent due to:
Leave without Pay = 9 staff
Maternity Leave without Pay = 1 staff
I, Mark Austin Addis, hereby certify that the Department of Infrastructure, Energy and Resources has met its obligations under the Superannuation Guarantee (Administration) Act 1992 of the Commonwealth in respect of any employee who is a member of a complying superannuation scheme to which the Department of Infrastructure, Energy and Resources contributes.
Department of Infrastructure, Energy and Resources
30 June 2004
Occupational Health and Safety
As part of the Agency's commitment to Occupational Health and Safety (OHS), a dedicated consultant has been engaged to review the Department's OHS Management Framework and implement a range of improvements.
OHS training has been a prime focus and will continue in 2004/05, targeting Accountable Persons, new employees and all other employees.
An ‘OHS Handbook’ was produced, and is being distributed to all officers and employees.
Workplace inspections were conducted in DIER workplaces to identify and monitor hazards.
Incident reporting occurred as required, investigations conducted if necessary and preventative action taken as appropriate.
OHS Committees met regularly on a regional/local level to discuss issues arising in those localities. This consultative model was reviewed and it was decided to implement Divisional consultative mechanisms as a replacement in 2004/05.
Various heath, well-being and physical activity-related activities were undertaken this year, including corporate care massage, participation in the Get Walking Tasmania stair-walking event and support for the QUIT Smoking campaign. Tickets to the Friends Health and Fitness centre's Fitness Extravaganza were offered to officers and employees.
14 claims were lodged in 2003/04 compared to 27 lodged in 2002/03 (although seven of those were precautionary due to potential exposure to a contaminant).
15 claims remain open, including some from previous years. These comprise:
6 from 2003/04 (current year)
1 from 2002/03
5 from previous years
3 from Department of Construction/Works Tasmania
Special effort is being made to settle the older claims, especially those from Department of Construction/Works Tasmania.
The contribution rate paid in 2003/04 was 0.47% of payroll - a slight reduction from the 0.55/0.53% rate paid in 2002/03.
WORKERS COMPENSATION CLAIMS - Summary of Claims and Lost Time
For Divisions of DIER for 2002/03 and 2003/0
|Number of Claims||Lost Time (days)||Average Lost Time (days1||Cost of Claims $ (wages)|
|Land Transport Safety||6||4||69||66||11.5||16.5||14,065||15,140|
|Mineral Resources Tasmania||0||1||0||0||0||0||0||0|
|Office of the Secretary||0||2||0||40.5||0||20.25||0||10,241|
|Racing Services Tasmania||1||0||0||0||0||0||4,730||0|
|Roads and Public Transport||122||3||11||16||0.9||5.33||3,688||1,905|
|Workplace Standards Tasmania||3||1||1||0||0.3||0||742||0|
|Private Forests Tasmania||0||0||0||0||0||0||0||0|
|Forest Practices Board||2||1||5||3||2.5||3||2,676||726|
1 Average Lost Time is calculated by dividing Lost Time by the Number of Claims
2 Includes seven claims lodged as a precaution due to potential exposure to a contaminant