Foundation Capabilities Change Programme

The Foundation Capabilities Change Programme was designed to upgrade or replace core elements of the Department's foundation enabling systems. These are systems that allow the organisation to manage its resources and performance, and allow the business to operate effectively and support the strategic outcomes. This programme also includes initiatives to develop skills connected with these systems.

Over the past year, the Department has:

• undertaken a comprehensive analysis of information and communications technology (ICT) infrastructure (including the telephony system) and secured external funding of $33m to upgrade or replace the outdated infrastructure over the next four years
• established the organisation's specific requirements for financial management and human resources information systems
• migrated the Department's onshore wide area network links from a number of providers to a single provider (GSN) to achieve a faster, lower cost network
• reviewed and restructured our ICT sourcing practices and contracts to enhance service and achieve value for money
• undertaken a review of current recruitment practices and developed a proposal for a Career Centre to improve the efficiency and effectiveness of recruitment across the Department
• undertaken the development of a management skills programme to provide all managers with the core skills required for successful management within the Department and Public Service
• commenced work to redevelop the Department's intranets into a single integrated intranet using new technology and to develop an integrated suite of websites to provide an effective tool for clients and staff
• progressed the development of a comprehensive set of departmental policies to meet legislative and audit requirements.

People plan

In 2006/07 the Department has been developing a people plan. The plan will be released in 2007/08 and will set out the commitments that will be made to the people who work in the Department, using the seven drivers of productivity as a framework:

• Building leadership and management capability
• Creating productive workplace cultures
• Encouraging innovation and the use of technology
• Investing in people and skills
• Organising work
• Networking and collaborating
• Measuring what matters.

People framework

The Department continued to develop an integrated people framework that shows how the people processes fit together and how the processes can be used to build people and team capability and the tools that are available. This provides a map for staff and managers in using the processes to drive their own development and career development, and sets expectations about how we do things in the Department. The different stages of the framework are:

• Recruit
• Induct
• Define expectations
• Manage and reward performance
• Develop capability
• Develop potential.

Health and safety

The Department is focused on leading health and safety practices and processes internally as well as externally. Health and safety training is provided to all managers and health and safety representatives. An intranet site provides information on health and safety for all of the Department's workplaces.

A review of the internal health and safety practices and processes will be undertaken in the 2007/08 year.

155 events were reported during the 2006/07 year, of which 57 resulted in claims. The total cost of claims for the 2006/07 year was $43,165 (excluding GST).

The Department has a health and safety administrator who manages the relationship between the Department and its third party case management provider and provides support to health and safety representatives and line managers. Health and safety committees manage local issues and work with regional and executive committees.

Partnership for Quality

Partnership for Quality is part of a government-wide initiative to enhance the quality of working lives within the Public Service through an open and cooperative relationship between the Public Service Association and departmental management. It involves a continuing commitment by the Public Service Association to improve quality, and the acceptance by government, employers and the union as stakeholders with rights and interests in decisions affecting employees' work and employment.

The Department and Public Service Association set out an annual work plan of initiatives under the direction of a Partnership for Quality Steering Group.

Pay and employment equity

The Department's Pay and Employment Equity Review and Response Plan were completed in August 2006. Where pay equity could be measured accurately, 70 per cent of female staff had equity. However, there was evidence of occupational segregation and inequity for single incumbent roles. The pay equity ratio (median) moved from 90.9 per cent at 30 June 2006 to 91.7 per cent at 30 June 2007.

Risk management framework

The Department of Labour has developed a Department-wide internal assurance and risk management framework modelled on the Australian/New Zealand Risk Management Standard (AS/NZS 4360:2004). It builds on the established risk policy, promotes quality standards and notes the developing linkages between internal assurance and risk management and other key systems, notably planning, reporting, audit, legislative compliance, project management and finance. A Department-wide risk forum has been established to help with implementation of the framework and the risk management toolkit for managers that is being developed.

Influenza pandemic planning

In response to a possible pandemic, the Department has now established an overall crisis management capability and governance. This is supported by a crisis plan, essential services plan, human resources and ICT and property guidance. Walkthroughs by the management teams have confirmed and improved these plans. This work mirrors the planning concepts of the Ministry of Health and World Health Organisation. It constitutes the basis for further development of more generic business continuity and crisis management planning.