Our People

DVA's workforce has had to adapt to changing work arrangements and requirements across the Department during the past year. This is recognised in the priority that DVA has given to people management issues during that time. DVA has implemented and promoted initiatives and policies that provide the opportunity for employees to better balance their work and life commitments. In addition, DVA recognises our changing workforce demographics and the broader labour market demographics. DVA has set projects and processes in place to monitor, analyse and respond to any challenges these might present.

Several strategic projects were undertaken during the year in recognition of these changing work arrangements and requirements. Other projects commenced, with outcomes expected during 2004–05.

Strategic Staffing

Staff Attitude Survey

The Department commissioned a Staff Attitude Survey which was undertaken in May 2004. The survey sought feedback from staff on a range of issues, including team work, leadership, workload and resources, learning, development and careers, communication, working environment and client service. Sicore International conducted the Survey. Sixty four per cent of staff participated in the survey, with 25 per cent of these completing it online, the first time this option had been offered. Final data analysis, and comparisons with the results from a previous survey in 2000, will occur early in 2004–05.

Workplace Injury Prevention and Management Strategy

To reduce the total number of workers' compensation claims, minimise the impact of workplace injuries and increase health and safety awareness, the Department commenced development of a Workplace Injury Prevention and Management Strategy (WIPMS) during 2003–04. In the long-term, the project will assist DVA to minimise the financial, social and resource costs associated with workers' compensation.

A WIPMS steering committee has been established, with membership drawn from senior management in National and state offices. The committee provides direction and sponsorship for projects which are undertaken by a WIPMS working group. This working group, with membership from the National office People Services Branch and state office human resources staff, undertook a number of projects during the year. These included analysis of data on compensation claims, development and implementation of practical strategies to prevent or reduce high frequency and high cost injuries and reviewing and updating all OH&S-related policies and OH&S training. Policy updates and training of managers and supervisors is expected to be completed by the end of 2004.

National Learning Strategy

The National Learning Strategy (NLS) has been developed to ensure that DVA's workforce has the skills to respond to our changing business needs. The NLS aligns identified skill needs for DVA with our current and future business directions.

Significant progress has been made in implementing the NLS priorities for 2003–04. Key developments have included:

• Leadership Development Program — see details under National Leadership Development Program;
• Quality decisions — involved the development and delivery of a four-module training program for Health Division covering Quality Thinking, Research and Investigation, Making the Decision and Learning from Decisions. In 2004–05, work will commence on adapting this program for Corporate Division use. These programs have drawn heavily on modules developed for the National Training Strategy (NTS) which has been in place to provide training for compensation and income support decision-makers. The NTS reviews its training programs regularly and over the past year has developed and delivered comprehensive programs in the areas of debt management, military history and medical concepts;
• Business analysis — a three-module program was developed and piloted during the year. Delivery to Health Division staff in all states commenced in May 2004 and will be completed by the end of 2004;
• Financial management — a financial management training program has been developed and delivered in all states. National office staff will receive training by the end of 2004;
• Client service — the second Leadership Forum in February 2004 considered the topic Client Service — how can we improve it? Participants in the Leadership Skills Program are now conducting several projects on client service issues, including client service training. Outcomes from these projects will contribute to the process of developing a Client Service Framework for use across DVA; and
• Studies assistance — a new Studies Assistance Policy was implemented during 2003–04.

Communication on the NLS was also enhanced during the year with a brochure and Intranet site made available to all staff early in 2004.

Recruitment and selection project

DVA identified recruitment and selection as one of its people management priorities, particularly in a changing work environment and labour market. The Department's Enterprise Agreements contained commitments to continue improving recruitment and selection practices. The recruitment and selection project has focussed on:

• streamlining existing policies and practices to simplify the recruitment and selection process within the APS employment framework;
• providing easy access to relevant information, tools and checklists via a DVA recruitment and selections Intranet site. The site will highlight the three key areas for effective recruitment — define, attract, select;
• educating managers, selection panel members, delegates and staff; and
• dispelling many of the recruitment and selection "urban myths".

Education of managers, selection panels and delegates will be conducted during the remainder of 2004. An intranet site will be used to promote the information to all staff.

Workforce planning

Workforce planning was identified as one of the human resources strategic priorities for 2003–06 and, as a consequence, a number of state offices have been considering how to better use workforce planning strategies to understand their future workforce requirements.

The Victoria State office (VSO) began its workforce planning project in late 2003. The project will identify current and future capabilities required to achieve business objectives over the next three years and implement actions that will acquire and develop those capabilities.

The process has identified threshold personal capabilities such as self-leadership and being client-service focused and functional capabilities that support the business specific functions of the VSO, such as provider management and research and business analysis. These identified outcomes will be used in future workforce planning activities such as recruitment and selection, succession management, performance development and review, learning and development and career planning.

The South Australia State office has commenced a succession management project that is focusing on understanding the environment, business and critical job roles and identifying critical employees. Progress to date includes:

• identification of potential leadership skills required for future business;
• identification of potential leaders through the performance development and review (PD&R) process;
• support for potential leaders for professional development;
• enhancement of PD&R to maximise learning and development, manage under-performance, transfer knowledge and develop state office specific work level standards for mandatory assessment; and
• development of specific templates for the transfer of knowledge.

Absence management

Following the Department's participation in the ANAO's Managing absences in the APSstudy a project was commenced to establish better mechanisms and processes to manage unscheduled absences. The project is focusing on four main areas of activity:

• policy development;
• defining unscheduled absences;
• monitoring and reporting; and
• education.

The steering committee for the Workplace Injury Prevention and Management Strategy is overseeing the project, and is supported by a working group made up of human resources practitioners from state and national offices. The working group has undertaken an analysis of absenteeism data to identify significant issues and trends, and will play a key role in the development of policy and education of staff and management.

Developing Our People

National Leadership Development Program

The National Leadership Development Program is a component of the National Learning Strategy that aims to develop leadership in DVA.

During 2003–04, DVA implemented the three key components of the Leadership Development Program, namely:

• Leadership Fundamentals Program (LFP) — designed to develop the leadership skills and capabilities of new and future managers;
• Leadership Skills Program (LSP) — designed to enhance the leadership skills of existing managers; and
• Leadership Forum — designed to provide a forum for managers to exchange information and develop ideas on key DVA corporate themes.

The LFP and LSP were each delivered twice in 2003–04. As part of the process for each program, LFP participants present outcomes from their personal development plans to the Department's executive, while LSP participants present outcomes from a work-based project at recall days. The different types of presentations reflect the different expectations of participants.

The Leadership Forum was conducted once, in February 2004, with the theme "Client Service — How can we improve it?" The outcomes from the forum were used to develop the workplace projects for the second Leadership Skills Program.

All three programs have had representation across National office and the state offices.

In addition, DVA staff have participated in a number of programs offered through the Australian Public Service Commission, in particular, general management skills development.

Career Development Assessment Centre

During 2003–04 five DVA staff were selected to participate in assessments at the Career Development Assessment Centre (CDAC) which is run by the Australian Public Service Commission. In addition, two DVA Senior Executive Service (SES) staff joined CDAC as observers and undertook training in early 2004 for this role. DVA now has three SES staff undertaking the observer role.

Australia and New Zealand School of Government

One DVA staff member commenced the Executive Masters in Public Administration (EMPA) at the Australia and New Zealand School of Government (ANZSOG) in 2003. EMPA is designed to meet the needs of high-potential employees within the Australian and New Zealand public services and government-related sectors. EMPA aims to enhance the breadth and depth of policy and management skills of participants. DVA will continue to offer this program for high calibre executive level staff.

Graduates

DVA recruits and develops graduates as part of its workforce planning strategy to build and shape its workforce of the future. The Department values the fresh perspectives, skills and experience that graduates bring to the Department. In recent years the graduate program has been very successful, as evidenced by the very high rate of completion of the program, high retention rate in the years following the program and advancement within DVA of the program participants.

In 2004, DVA recruited:

• seven graduates for National office;
• two for the New South Wales State office;
• one for the South Australia State office; and
• one for the Queensland State office.

These graduates are undertaking an integrated development program that aims to build on the skills, knowledge and attributes required by graduates who want to pursue a career in the Department and more broadly in the APS. This includes work placements and on-the-job and off-the-job training.

Our Workplace

Enterprise Agreements

DVA has three enterprise agreements in place — the DVA Enterprise Agreement, VVCS - Veterans and Veterans Families Counselling Service Enterprise Agreement and Office of Australian War Graves (Field Staff ) Enterprise Agreement. The 2002–03 agreements expired on 31 December 2003. In anticipation of this, new agreements were successfully negotiated with unions and supported by staff and these were certified in the Australian Industrial Relations Commission on 19 December 2003. The three agreements will each operate until 31 December 2005.

The agreements contain a number of new initiatives that aim to provide flexibility in assisting staff to achieve a better balance between their work and personal life. These include:

• the provision of an information and resource service on dependant care and other lifestyle matters;
• the availability of career interval leave, whereby staff can allocate 20 per cent of their fortnightly income over a four-year period to finance a year's absence during the fifth year;
• the introduction of two weeks personal leave being available for maternity or paternity purposes;
• the availability of recreation leave at full pay or half pay; and
• financial assistance towards the cost of out of hours emergency care or school holiday childcare being available in certain circumstances.

The agreements were also used to strengthen the Department's commitment to performance management and to OH&S reforms. The agreements provide for two 4 per cent pay increases — one at the commencement of the agreements and the second 12-months later. Payment of 1 per cent of the second increase is conditional upon 95 per cent of staff developing performance agreements with their managers and being assessed against these in the 2003–04 performance cycle and satisfactory implementation of the Workplace Injury Prevention and Management Strategy project.

Australian Workplace Agreements

Australian Workplace Agreements (AWAs) are available to certain groups of DVA staff, including those staff who are at the APS6 level or higher. AWAs supplement the provisions of the Enterprise Agreements with some additional benefits (including performance pay) and requirements such as reinforcing personal commitment to DVA's National Leadership Qualities and Behaviours.

Performance pay and bonuses

The Enterprise Agreements 2002–03 provided for a performance bonus of 1 per cent of regular salary for staff at the top of their salary range, payable on 1 September each year. This bonus was subject to the staff member meeting performance requirements in the previous 12-months. Under the Enterprise Agreements 2004–05, this bonus will no longer be paid, but will form part of the regular salary for the top salary point of each classification from 1 September 2004.

Staff who are covered by AWAs are eligible for performance pay, subject to meeting agreed levels of performance. The AWAs specify the regular rate of performance pay, with additional payments available at the Secretary's discretion to reward exceptional performance.

Further information about DVA salary ranges and performance payments can be found at Appendix B.

Non-salary benefits provided to employees

DVA aims to provide a flexible, attractive and competitive remuneration package and conditions of employment to its employees.

The SES staff remuneration package includes the use of a fully maintained, private plated vehicle (or payment of an allowance in lieu), parking facilities at the workplace and airline lounge membership.

All staff, including the SES, have access to the generous Commonwealth superannuation arrangements as part of their remuneration entitlements. The Department's salary packaging scheme provides staff with flexibility in how their remuneration is structured.

Staff recognition

DVA has a number of national awards for recognising and rewarding the performance of staff and teams who make outstanding or innovative contributions to DVA's outcomes. These are:

• Australia Day medallions;
• Secretary's Awards; and
• National Continuous Improvement Better Practice Awards.

In addition to these national awards, state and National office workplaces use a range of formal and informal ways of recognising and rewarding good performance. These include presentation of awards or certificates or functions held to recognise significant achievements.

Occupational Health and Safety

As mentioned above under Strategic Staffing, DVA has commenced development of a Workplace Injury Prevention and Management Strategy (WIPMS). This strategy focuses on DVA's management of health and safety in the workplace and the management of injured workers, with the aim of achieving a reduction in the total number of workers' compensation claims, minimising the impact of workplace injuries and increasing health and safety awareness.

Some of the activities undertaken during 2003–04 aimed at providing a safe and healthy workplace for DVA employees included:

• promoting and supporting healthy lifestyle activities including health promotion activities, fitness assessments, lunchtime sporting events and the departmental sports carnival;
• providing free influenza vaccinations;
• providing an employee assistance program, with a free confidential counselling service for staff and their families;
• providing hepatitis vaccinations for first aid officers; and
• undertaking work station assessments and providing specific ergonomic equipment where required.

Comcare audits of OH&S performance were undertaken in four DVA offices during 2000. Comcare reviewed these audits in 2003–04, and the Department is taking action in response to the findings of these reviews. These activities are linked to improvements DVA is making under the WIPMS project.

Under section 68 of the Occupational Health and Safety (Commonwealth Employment) Act 1991, employers are required to notify serious accidents or dangerous occurrences to the Commission for the Safety, Rehabilitation and Compensation of Commonwealth Employees. During the year six accidents or dangerous occurrences were notified.

Supporting our people through change

DVA's Change Management Framework provides a consistent and coordinated approach to change management across the Department. The framework has been used in a number of national change processes eg it was used extensively to support changes in administration arrangements of the Department's Rehabilitation Appliance Program.

Workplace diversity

The Enterprise Agreements continued DVA's commitment to assisting staff to balance their work and personal life. This commitment includes:

• provision of flexible conditions in regard to leave;
• financial assistance towards the cost of out of hours emergency care or school holiday childcare in certain circumstances; and
• implementation of an information and resource service to provide staff with information on a wide range of issues including childcare, aged care, health and support services. For staff relocating, information on schools, sporting clubs and community resources is also available.

A recruitment and selection project aimed at improving selection processes in DVA also assists in ensuring that all selections are based on merit so that the Department is able to attract, recruit and retain its diverse workforce.

Work has progressed on drafting a new Workplace Diversity Plan for the Department. Broad consultation on the Plan will be undertaken early in 2004–05.

Social justice and equity

People with disabilities

DVA continues to perform all five roles specified in the Commonwealth Disability Strategy's Performance Reporting Framework (policy adviser, regulator, purchaser, provider and employer). Appendix H reports on the Department's current level of performance against this framework.

During 2003–04, the Department implemented policies and programs designed to improve access to services for the veteran and defence force communities and improve the work environment for staff. These included:

• reviewing and continued implementation of the accessibility policy for DVA websites. The Department redesigned its website to improve performance, provide better contrast and allow text resizing, which is particularly helpful for users with low vision. DVA provides publications through its website, while the accessibility policy and supporting guidelines for DVA's web authors aim to continually improve accessibility to this resource for people with disabilities;
• periodically reviewing the Intranet to ensure its continued compliance with accessibility policy; and
• maintaining DVA offices in accordance with accommodation standards that take into account client access considerations, particularly access for those with a disability.

DVA's employment conditions are set out in the Department's Enterprise Agreements. They provide the basis for sound people management policies and practices to assist all employees. DVA's policies were reviewed in 2003–04 to ensure their alignment with the Enterprise Agreements.

Equal employment opportunity in appointments

The following table shows statistical information about equal employment opportunity (EEO) in appointments to statutory and non-statutory bodies administered within the Veterans' Affairs portfolio. This information reflects only self-identified EEO target group members, as appointees have no obligation to disclose whether they are in an identified EEO target group. As at 30 June 2004, a total of 285 positions were filled.

Table 59: Membership of statutory and non-statutory bodies

Total	Men	Women	ATSI	NESB	PWD
285	209	76	0	10	35
	73.3 per cent	26.7 per cent	0.0 per cent	3.5 per cent	12.3 per cent

Table 60: EEO target group on statutory/non-statutory bodies

Position	Men	Women	ATSI	NESB	PWD
Chairperson	18	3	0	0	2
Deputy Chair	2	0	0	0	1
Ex Officio	19	3	0	0	0
Member	168	70	0	10	32
Other	2	0	0	0	0

ATSI = Aboriginal or Torres Strait Islander.

NESB = Person from a non-English speaking background.

PWD = Person with a disability.

Depending on the function of the non-statutory bodies, appointments are made:

• on the nomination of peak professional bodies such as the Royal Australian College of General Practitioners and the Australian Medical Association, or ex-service organisations such as the Returned and Services League of Australia, the Vietnam Veterans Association of Australia and the War Widows' Guild; or
• by invitation of either the Minister for Veterans' Affairs or the Department.

Papers presented at conferences

DVA encourages its staff to attend and take an active role in conferences which are relevant to its business. This participation has benefits, both corporately and for the individual employee. It assists DVA in developing and maintaining links with other organisations and the community, and it helps to update staff corporate knowledge. It is also a way of rewarding high performing staff and enabling them to maintain up-to-date knowledge and establish useful networks.

During 2003–04, a number of DVA staff presented papers at conferences, which is seen as a valuable way of highlighting and sharing the expertise and innovative approaches that the Department has developed across business areas.

Outlook for 2004–05

Workplace Injury Prevention and Management Strategy

Future activities under the Workplace Injury Prevention and Management Strategy include:

• further analysis of information such as personal leave statistics to identify potential issues/areas where additional preventative strategies or training would be beneficial;
• monitoring of workers' compensation and rehabilitation to further assess the injuries with the highest incidence and cost. Rehabilitation processes will be developed and modified as required to ensure that factors which delay a return to work and suitable resolutions are identified; and
• a review of financial arrangements for payment of the workers' compensation insurance premium. DVA business entities will take an increased role for rehabilitation and costs for workers' compensation claims occurring in their area, based on improved information and assistance.

Absence management

The main outcomes for this project will be delivered in 2004–05 and include:

• clearer definitions of unscheduled absence;
• early detection and reporting of unscheduled absences;
• better tools to assist managers to manage unscheduled absences; and
• improved reporting and monitoring.

Staff Attitude Survey

Survey results will be reported to the Secretary by August 2004 and work will then commence on identifying areas for priority attention during 2004–05.

Change management

The Change Management Framework and supporting material will be reviewed during 2004–05 to assess the framework's effectiveness as a tool to assist in planning for and managing both small and large scale change in DVA. The results of the Staff Attitude Survey will be taken into account in this review.

Preparation for new enterprise agreements

In preparation for the development of new enterprise agreements to take effect in 2006, it is planned to commence consultations with staff and the generation of ideas for the new enterprise agreements. This consultation is expected to commence towards the end of 2004–05.

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