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Management and accountability
Senior executives and their roles
The Department's organisational chart is located in the Departmental Overview section of this Report.
The Executive
Ms Helen Williams AO, Secretary
Ms Fay Holthuyzen, Executive Director, Communications
Dr Alan Stretton, Acting Executive Director, Arts and Sport
Communications
Mr Chris Cheah, Chief General Manager, Telecommunications
Ms Susan Page, Chief General Manager, Broadcasting and Intellectual Property
Dr Beverly Hart, Chief General Manager, ICT Industry
Mr Brenton Thomas, General Manager, Enterprise and Radiocommunications
Mr Colin Lyons, General Manager, Telecommunications Competition and Consumer
Mr Simon Bryant, General Manager, Regional Communications Policy
Mr James Barr, General Manager, Networking the Nation
Mr David Luck, General Manager, Research, Statistics and Technology
Mr Michael Sutton, General Manager, ICT Innovation Branch
Mr Philip Allnutt, Acting General Manager, ICT Industry Development
Dr Simon Pelling, General Manager, Framework for the Future Task Force
Mr James Cameron, General Manager, Digital Broadcasting
Mr Rohan Buettel, General Manager, Public Broadcasting
Mr Gordon Neil, General Manager, Licensed Broadcasting
Ms Kylie Brown, Acting General Manager, Intellectual Property
Arts and sport
Mr Arthur Blewitt, Chief General Manager, Old Parliament House
Mr Les Neilson, General Manager, Arts
Ms Karen Gosling, General Manager, Cultural Development
Ms Megan Morris, General Manager, Sport
Ms Helen Nosworthy, Acting General Manager, Film and New Media
Corporate and Coordination
Mr Craddock Morton, Chief General Manager, Corporate and Business
Mr Len Marsden, General Manger Knowledge and Information Services
Mr Kim Allen, Acting General Manager, Legal, Parliamentary and Coordination
Ms Jennifer Gale, Chief Financial Officer
Questacon
Dr Annie Ghisalberti, Director
ScreenSound Australia
Mr Ron Brent, Director
Ms Mary Durkin, Deputy Director
Ms Pam Saunders, Deputy Director
Senior management committees
The Department's corporate committees form an important element of the Department's governance and leadership framework. The committees support the Secretary and the Executive through strategic management, policy setting and assurance advice. The Department's corporate Committees are listed in Table 8.
Table 8: The Department's senior management committees for 2001-02
|
Committee name |
Role |
Membership |
|
Executive Management Group Meets weekly |
Advises the Secretary on matters of corporate governance, accountability and operational effectiveness. It plays a key role in the Department's strategic planning, resource allocation and performance monitoring. |
The Secretary, Helen Williams (Chair), Executive Directors, Chief General Managers, General Manager Legal, Parliamentary and Coordination, and the Chief Financial Officer. |
|
Senior Management Group Meets weekly |
Forum for information sharing and discussing major issues. |
Executive Management Group, plus General Counsel and Manager, Corporate Communications |
|
Audit, Risk and Evaluation Committee Meetings held on13 of September and December 2001, and 13 March and June 2002 |
The Audit, Risk and Evaluation Committee provides independent advice to the Secretary and the Executive on financial management, risk management and audit activities. It helps the Secretary comply with all legislative and other obligations relating to financial management. In February 2002, the Terms of Reference of the Audit, Risk and Evaluation Committee were replaced with a new Charter. The new Charter provides for the Secretary to appoint a Committee member as Chairperson. It also makes provision to invite an "outside" representative to the committee to provide an external perspective or bring to the committee skills and knowledge it may not otherwise possess. |
Ms Fay Holthuyzen Executive Director Communications (Chair), Mr Peter Kennedy External member (Integrity Adviser, ATO), Chief General Manager Corporate and Business Division, General Manager, IT Industry Development, General Manager Cultural Development, Director, National Science and Technology Centre Representatives from the Australian National Audit Office, the Department's internal auditors (KPMG) and the Chief Financial Officer attend Committee meetings as observers. |
|
The Workplace Consultative Committee Meetings held on 24 May and 29 November 2001, and 3 April and 25 June 2002. |
The Workplace Consultative Committee (WCC) was established under the Department's Agreement 2000 to consult with staff and provide advice to management on workplace issues, oversight implementation of the current Certified Agreement and to gather input for the Department's successor Agreement. |
The Departmental Secretary, Helen Williams (Chair) Chief General Manager, Corporate and Coordination, the Human Resources Manager, Chief Financial Officer, elected staff representatives from each division, Old Parliament House and the Department's Graduate Program, and one union representative. |
|
Information Management Committee |
The Information Management Committee provides strategic advice and direction in the management of the Department's information needs. It is a sub-Committee of EMG and met three times during 2000-01. This reporting period, the Committee considered a range of issues including service level achievement under the IT outsourcing contract, knowledge management strategy, online initiatives, the Department's new website, rollout of the standard operating environment, IT security polices, email and Internet usage guidelines, and the PC refresh program. |
Mr Craddock Morton, Chief General Manager Corporate and Business (Chair), Chief General Manager Arts and Sport, General Manager Broadcasting and Intellectual Property, General Manager Regional Communications Policy, General Manager ICT Innovation, General Manager Knowledge and Information Services, Chief General Manager Information Industries NOIE; Manager Corporate NOIE |
|
Joint Management Committee Meetings held on 11 September, 25 October, and 28 November 2001 and 15 March, 27 March and 14 May 2002. |
The Joint Management Committee (JMC) was established under the Human Resources Outsourcing Agreement to review and monitor progress under the contract and report as appropriate. |
Chief General Manager Corporate and Business, Craddock Morton (Chair), HR Contract Manager, General Manager HR Outsourcing, the Empower Group and the HR Manager. |
|
HR Reference Group Meetings held on 11 September 25 October and 28 November 2001 and 15 March, 27 March and 14 May 2002 |
Was established to work with the JMC to provide strategic direction for the delivery of HR services to both Department and NOIE and to guide the initial HR activities and project development. |
Chief General Manager Corporate and Business, Craddock Morton (Chair) JMC Members General Manager, Sport Chief General Manager Telecommunication, Chief General Manager Broadcasting and Intellectual Property, General Manager Corporate and Governance NOIE, Chief General Manager Regulation and Analysis Group NOIE and HR representatives as required. |
Business planning
The Department's Strategic Plan for 2000-2003 provided the broad strategic directions and key priorities the Department pursued in 2001-02 to encourage the development of communications, information technology, the arts and sport in Australia and to achieve outcomes which meet the Commonwealth Government's objectives for these sectors.
The Strategic Plan is supported by an annual Business Plan that details key priorities/initiatives and performance indicators for 2001-02. The Department's Strategic and Business Plans are underpinned by divisional business planning activities and the Department's performance management system, which guides the management of individual and team performance.
Internal audit
The Department's internal audit services are provided by KPMG. Following consideration of the Department's Risk Management Plan and discussion with Senior Management, and in line with the Strategic Audit Plan for 2000-2002, a more detailed Annual Audit Plan for 2001-2002 was developed by the auditors and subsequently approved by the Audit, Risk and Evaluation Committee. Assignments conducted during the year as part of the Annual Audit Plan were:
- Management of Portable and Attractive Items;
- Government Online Implementation;
- Quality Assurance of the Empower Human Resource Management Information System;
- Quality Assurance of Procedures Manual-Mobile Phones on Highways; and
- Capital Development Projects at NSTC-Business Partners.
One assignment identified in the Plan, Human Skills Management, was not undertaken in 2001-02. The project brief is to be revised and the assignment may be undertaken in 2002-03. In addition to the assignments identified in the Annual Plan, KPMG undertook a number of ad-hoc assignments including random reviews of programs administered by the Department including NTN.
Risk management
The Department's Risk Management Policy and Guidelines aim to ensure that the Department systematically identifies and proposes strategies to manage risk and applies cost-effective risk management practices. The Risk Management Plan 2001-02 was developed as part of the business planning process, to ensure focus on factors critical to the successful achievement of the Department's objectives and goals.
Fraud control
The Department is committed to effective fraud management and control and to the minimisation of fraud through the identification of risk and the development, implementation and regular review of a range of fraud prevention and detection strategies.
Ethical standards
The Department is strongly committed to supporting and promoting the Australian Public Service Values and Code of Conduct in accordance with the Public Service Act 1999. The APS Values and Code of Conduct are integrated into the performance management process.
Senior Executive Service remuneration
The Secretary determines Senior Executive Service (SES) remuneration. In setting remuneration levels, consideration is given to Departmental and individual performance outcomes and market forces, taking into account the outcomes of the annual Department of Employment, Workplace Relations and Small Business SES Remuneration Survey. The Secretary also determines the remuneration for the heads of ScreenSound Australia and Questacon which are SES positions.
External scrutiny
The Australian National Audit Office (ANAO) issued a number of reports in the 2001-02 financial year that were either of specific or general interest to the Department. Audits in which the Department participated were:
No. 1: Control Structures as part of the Audits of the Financial Statements of Major Commonwealth Entities for the Year Ended 30 June 2001 (tabled 09/07/2001)
The ANAO reviewed the business operations and corporate governance arrangements for the Department. The ANAO recommended that remedial action be taken in relation to information technology environment control issues. The Department accepted the findings, and agreed to implement remedial action.
No. 5: Parliamentarians' Entitlements: 1999-00 (tabled 07/08/2001)
The ANAO made 28 recommendations regarding Parliamentarian entitlements. Recommendation two relates to opportunities for review of the overall framework for Parliamentarians' entitlements, and the remaining recommendations are directed towards strengthening the stewardship of public money, improving the services provided to Parliamentarians and enhancing public disclosure within the current Parliamentary entitlements system. The Department agreed with the recommendations regarding review of approval and payment of account procedures, the establishment of a comprehensive accountability framework, policies and procedures for Ministerial expenditure, and coordination arrangements.
No. 11: Administration of the Federation Fund Program (tabled 19/09/2001)
The ANAO made a number of comments on the assessment process used to evaluate applications for funding under the Federation Fund program, the Ministerial appraisal process, and the management of projects approved for funding under the program, including performance reporting. The ANAO set out a range of administrative improvement opportunities to enhance the achievement of program outcomes for future financial assistance programs of a like nature to the Federation Fund. The Department accepted and endorsed the content of the report, pointing to various lessons learnt which will be incorporated into future management of similar program.
No. 12: Selection, Implementation and Management of Financial Management Information Systems in Commonwealth Agencies (tabled 20/09/2001)
The recommendations made by the ANAO in this report provided agencies with elements of a basic framework which could be adopted in the selection, implementation and management of financial management information systems. The Department agreed with the contents of the report, considering the recommendations as representative of aspects of better practice in relation to financial management information systems, and more generally, for procurement, project management and IT management for high-value IT assets.
No. 23: Broadcasting Planning and Licensing (tabled 07/12/2001)
The ANAO made seven recommendations aimed at improving the Australian Broadcasting Authority's (ABA) management of broadcasting planning and licensing. The ABA agreed with the findings of the ANAO.
No. 29: Audits of the Financial Statements of Commonwealth Entities for the Period Ended 30 June 2001 (tabled 21/12/2001)
The ANAO reviewed the results of financial statement audits, and noted a number of issues in relation to the preparation of financial statements and the management and reporting of special accounts. Strategies are being put in place by management to address these weaknesses.
No. 36: Benchmarking Implementation and Production Costs of Financial Management Information Systems (tabled 13/03/2002)
The ANAO set out opportunities for agencies to improve their financial management information systems. Particular opportunities identified by the ANAO included the use of key selection criteria in the product evaluation process, developing systems and practices to identify and capture whole-of-life costs of implementing and maintaining financial management information systems, processes for monitoring and upgrading products, and implementation and production teams to support the system. The Department agreed with the conclusions and opportunities presented in this report.
No. 53: Goods and Services Tax Administration by Commonwealth Organisations (tabled 29/05/2002)
The ANAO made a number of recommendations regarding responsibility, accountability and risk assessments in relation to goods and services tax (GST) issues, GST processing in compliance with legal obligations, preparation of Business Activity Statements and reporting processes, and management of GST transactions. The Department responded positively to the recommendations.
Audits in which the Department had a special interest were:
- No. 15: Agencies' Oversight of Works Australia Client Advances (tabled 02/12/2001);
- No. 25: Accounts Receivable (tabled 07/12/2001); and
- No. 40: Corporate Governance in the Australian Broadcasting Corporation (tabled 08/04/2002).
Audits in which the Department had a general interest include:
- No. 3: The Australian Taxation Office's Administration of Taxation Rulings (tabled 17/07/2001);
- No. 8: Disposal of Infrastructure, Plant and Equipment (tabled 07/08/2001);
- No. 10: Management of Bank Accounts by Agencies (tabled 17/09/2001);
- No. 13: Internet Security within Commonwealth Government Agencies (tabled 20/09/2001);
- No. 18: Performance Information in Portfolio Budget Statements (tabled 01/11/2001);
- No. 19: Payroll Management (tabled 15/11/2001);
- No. 21: Developing Policy Advice (tabled 20/11/2001);
- No. 22: Personnel Security-Management of Security Clearances (tabled 04/12/2001);
- No. 27: Agency Management of Software Licensing (tabled 17/12/2001);
- No. 28: An Analysis of the Chief Financial Officer Function in Commonwealth Organisations (tabled 21/12/2001);
- No. 33: Senate Order of 20th June 2001 to February 2002 (tabled 25/02/2002);
- No. 34: Management of Travel-Use of Taxis (tabled 25/02/2002);
- No. 41: Transactional Banking Practices in Selected Agencies (tabled 15/04/2002);
- No. 45: Recordkeeping (tabled 01/05/2002);
- No. 61: Managing People for Business (tabled 25/06/2002);
- No. 62: Benchmarking the Finance Function Follow-on Report (tabled 26/06/2002);
- No. 64: Management of Learning and Development in the Australian Public Service (tabled 28/06/2002);
- No. 65: Management of Commonwealth Superannuation Benefits to Members (tabled 28/06/2002); and
- No. 67: Control Structures as part of the Audit of Financial Statement of Major Commonwealth Entities for the Year Ending 30 June 2002 (tabled 28/06/2002).
The Department's Finance, Audit and Evaluation Committee (FAEC) considered relevant recommendations by the Auditor-General. Details of the audit reports can be found at www.anao.gov.au.
Judicial decisions and decisions of administrative tribunals affecting the operations of the Department
Telstra Corporation Limited & Ors v Hurstville City Council & Ors; Optus Vision Pty Ltd & Ors v Warringah Council & Ors [2002] FCA 385
On 4 April 2002, the Full Court of the Federal Court allowed an appeal by Telstra Corporation Limited and Optus Vision Pty Ltd challenging decisions of various local government bodies in Sydney and Melbourne to levy rates and charges on Telstra and Optus in respect of the land or airspace occupied by their telecommunications cables. The Court held the rates and charges had the effect of discriminating against a carrier, or carriers generally, contrary to clause 44(1) of Schedule 3 to the Telecommunications Act 1997 and therefore to that extent were of no effect under section 109 of the Constitution. It seems likely that the local councils will seek leave to appeal to the High Court from this decision.
Commonwealth Ombudsman
In 2001-02, the Ombudsman received eight complaints regarding departmental actions. Two of these complaints were received from the Australian Capital Territory, four from New South Wales, and two from Victoria.
Of the eight complaints received, seven matters were closed. The following Table 9 shows the nature of the complaints closed during the 2001-02 financial year.
Of the complaints closed, the Ombudsman investigated one complaint, and exercised the discretion not to investigate the remaining six complaints. In relation to the complaint investigated, the Ombudsman found there was no defective administration. The Ombudsman made no recommendations for act of grace payments.
With regard to the six complaints where the Ombudsman exercised the discretion not to investigate, three complaints were referred back to the Department, one complaint was withdrawn by the complainant, and for the remaining two complaints, the Ombudsman concluded that investigation was not warranted in all the circumstances.
The final complaint received by the Ombudsman in 2001-02 was not closed. This matter is currently being reviewed by the Department, and will be reported on in the next annual report.
Table 9: Complaints closed during 2001-02
|
Nature of complaint |
Core business |
Freedom of information |
Tender/contract |
|
Number of complaints |
3 |
3 |
1 |
Parliamentary Committees
The Department appeared before and made a number of submissions to inquiries by Parliamentary committees during the year, including:
Senate Environment, Communications, Information Technology and the Arts References Committee.
Inquiry into ABC Online (Final Report)
Tabled: 28 March 2001
Government Response: 5 October 2001
The second part of the Inquiry was designed to examine the need for any extension to legislation to ensure the delivery of an independent, innovative and comprehensive online service. The Committee concluded that-following the rigorous level of questioning to which the Australian Broadcasting Corporation (ABC) had been subject during Senate Estimates and the extensive debate on the issue in the Senate-at this point in time there was no need for any extension to legislation. For this reason, the Committee resolved to take no further action on the second part of the Inquiry.
A minority report from Labor Senators restated their support for legislative measures to prohibit advertising on any ABC services and the inclusion of new digital services as core ABC functions in the ABC Act. Similarly, a minority report from Democrat Senator Vicki Bourne noted that the Democrats would introduce a Private Senator's Bill to prohibit advertising and sponsorship on ABC Online.
The Government's response noted that, under the provisions of the ABC Act, the management of the ABC is a matter for the Board and ABC Executive. The Government noted the Committee's Final Report which states 'at this point in time, any extension to legislation to ensure that the ABC is able to effectively provide an independent, innovative and comprehensive service in the online delivery environment is not warranted' (p.1).
The Government supported the Committee's view on this matter. The Government noted that the ABC-Telstra negotiations that formed the basis of the Committee's Inquiry have not led to a contract between those parties.
Senate Select Committee on Information Technologies
In the Public Interest-Monitoring Australia's Media
Tabled: 13 April 2000.
No Government response to date
The report questions the efficiency and effectiveness of self-regulation and co-regulation in the communication and information industries, and, in particular, the adequacy of the complaints regime.
The Committee made five recommendations suggesting that an independent statutory authority-the Media Complaints Commission (MCC)-be established to oversee the various existing bodies and processes that currently regulate television, radio, press news and the Internet. The proposed MCC would:
- provide more effective enforcement of self-regulatory codes;
- protect an individual's right to privacy;
- increase awareness of the complaints process; and
- function as the final adjudicatory body for complaints allowing it to impose sanctions in addition to those that currently exist.
The Government is considering the report in the context of other reports raising similar issues and expects to respond in due course.
House of Representatives Standing Committee on Communications, Transport and the Arts
Regional Radio Racing Services
Tabled: 26 June 2000 Government Response: 26 September 2001
The Government's response to the report outlined a number of measures in relation to issues raised by the Committee. These included:
- on 21 December 2000 the Minister for Communications, Information Technology and the Arts directed the ACA to implement a 'use it or lose it' condition to address problems identified by the hoarding of low power open narrowcasting licences;
- on 22 January 2001 the Minister for Communications, Information Technology and the Arts directed the ACA to renew the transmitter licences for high powered open narrowcasting licensees provided spectrum continued to be made available for narrowcasting, to improve their security of tenure;
- the ABA issued a clarification notice in January 2002 to define open narrowcasting radio services, including racing radio services. The ABA has issued a second draft notice for comment;
- the ABA has issued guidelines to assist existing and prospective providers of open narrowcasting services, and other interested persons, to understand more clearly the requirements for narrowcasters under the Broadcasting Services Act 1992. Submissions close on 9 August 2002; and
- the ABC introduced measures to further facilitate contact with its audience through the appointment of a Head of Audience and Consumer Affairs to implement a number of recommendations made following an independent external review of the ABC's communication with its audiences.
House of Representatives Standing Committee on Communications, Transport and the Arts
Covering your Arts-Art Indemnity in Australia
Tabled: 24 September 2001
No Government response to date
The Report examines Art Indemnity Australia (AIA), a Commonwealth program through which items loaned for major cultural exhibitions are indemnified against loss or damage.
The Committee endorsed the current operation of the scheme and made recommendations that focussed on:
- the practice of underwriting AIA risk with Comcover insurance;
- strengthening relations between the national organisations that manage AIA indemnified exhibitions and State and Territory cultural institutions; and
- maximising the geographic spread of exhibitions indemnified by AIA.
The Government response to the Report is expected to be tabled shortly.
House of Representatives Standing Committee on Communications, Transport and the Arts
Local Voices: Inquiry into Regional Radio
Tabled: 24 September 2001
No Government response to date
Two themes-access and content-dominated the Inquiry and were the focus of the Committee's Report. The report addressed the issues of access and diversity of services and the commercial viability of local radio. It considered the networking of radio services and its effect on the availability of local programming. The role of radio in emergency situations and the implications of digital radio for regional services were also considered. The report followed on from the Committee's previous inquiry into regional radio racing services.
The Committee concluded radio services have undergone considerable changes in recent years as a result of regulatory, economic and technological developments. This has affected the range, nature and quality of services for listeners and has changed the environment in which service providers operate.
The Committee made twenty recommendations relating to a range of issues, including:
- establishment of a Radio Black Spots Program;
- improved access to commercial radio in remote locations;
- improved access for Indigenous audiences and radio for the print handicapped;
- employment and training scheme for community broadcasting;
- broadcasters to identify originating source of programming;
- ABA to conduct an audit of licence areas to determine degree to which planning process provided for localism and diversity and to issue no further commercial licences until the audit is completed;
- introduction of a commercial viability test in the consideration of whether to issue new commercial licences;
- legislative change to address the role of radio in emergency situations;
- trials of digital services in regional/remote areas and of range of terrestrial and satellite applications.
The Government expects to finalise its response to the Report in the near future.
Senate Environment, Communications, Information Technology and the Arts References Committee
Above Board? Methods of Appointment to the ABC Board
Tabled: 25 September 2001
No Government response to date
The Inquiry considered the development and implementation of options for methods of appointment to the board of the ABC. Members of the Committee gave four different reports. The report of the Chair, Senator Lyn Allison, proposed a series of reforms to the method of appointment, including the establishment of selection criteria for Board positions, the use of formal applications for positions and the use of an independent selection panel to make recommendations to the Minister. Senator Bob Brown supported most of the Chair's recommendations but believed that the British model for appointments should be adopted.
A minority report from Labor Senators noted that no evidence was provided indicating politicisation of the ABC Board. This report also stated it was not clear whether any changes mooted in the Chair's report would remove the perception of politicisation. It argued for further examination of the issue and that, in the meantime, selection criteria should be developed for incoming Board members.
The report of the Government Senators found the Inquiry did not clearly establish that there is a problem with the current approach to Board appointments, nor that there is a strong argument for differentiating the method of appointing ABC Board Directors from the approach taken for other Commonwealth agencies.
Senate Environment, Communications, information Technology and the Arts References Committee
Report on Broadcasting Services Amendment (Media Ownership) Bill 2002
Tabled: 18 June 2002
No Government response to date.
The Bill repeals restrictions on foreign ownership and control of Australian media in the Broadcasting Services Act 1992 (BSA). It also provides for exemptions to be granted from cross-media ownership restrictions subject to applicants continuously meeting requirements for separate editorial decision-making responsibilities and, in the case of regional broadcasters, minimum levels of local news and information services.
The Committee recommended the Senate support the Bill, provided the following four conditions were satisfied:
- media companies operating under a cross-media exemption certificate be required to disclose relevant cross-media holdings when reporting on issues or matters related to those holdings;
- following receipt of the Australian Broadcasting Authority's report into local news and information in regional Australia, the Government consider extending requirements for the provision of local news and information to all regional broadcasters, not just those operating under a cross-media exemption certificate. The Committee noted such an approach should have regard to both regional communities' access to local news and information services and the financial viability of the requirements for regional broadcasters;
- in regional markets, cross-media exemptions be restricted to ensure that a media company could achieve cross-ownership in only two of the three generic categories of newspapers, radio and television; and
- the Government investigate the feasibility of providing appropriate incentives for regional media to provide local content, such as licence fee rebates.
A dissenting report was also tabled.
Involvement in Parliamentary Committees
House of Representatives Standing Committee on Aboriginal and Torres Strait Islander Affairs
Inquiry into the needs of urban dwelling Aboriginal and Torres Strait Islander peoples
Tabled: 24 September 2001
No Government response to date
The Department of Immigration, Multicultural and Indigenous Affairs is responsible for coordinating the Government response to this report. The Department did not make a formal submission to this Inquiry. The Department provided input to the draft Government response in April 2002.
House of Representatives Standing Committee on Legal and Constitutional Affairs
Cracking down on copycats: enforcement of copyright in Australia
Tabled: 4 December 2000
No Government response to date
The Attorney-General's Department is responsible for coordinating the Government response to this report. The Department provided a written submission but did not appear before the Committee.
Joint Standing Committee on Treaties
Through the Department of Foreign Affairs and Trade, the Department arranged to table, a National Interest Analysis and the texts of the amended Agreement Relating to the International Telecommunications Satellite Organisation 'INTELSAT' and the amended Operating Agreement Relating to the International Telecommunications Satellite Organisation 'INTELSAT' in the Parliament on 21 August 2001.
On 17 September 2001, Departmental officers appeared before the Joint Standing Committee on Treaties to give evidence on issues associated with Australia's proposed ratification of the amendments to the two agreements.
Joint Standing Committee on Treaties
UN Convention on the Rights of the Child
Tabled: August 1998
No Government response to date
The Attorney-General's Department is responsible for coordinating the Government's response to this report. The Department provided further comments on the draft Government response in May 2002.
Joint Committee on Public Accounts and Audit
The Department appeared before the Joint Committee on Public Accounts and Audit on 31 May 2002 in relation to Audit Report No. 11, 2001-02, Administration of the Federation Fund Program. The Department participated on the discussion and answered specific questions in relation to its management of a range of Federation Fund projects.
The Department also provided written answers to questions from the Committee.
The Committee has not yet reported on the outcomes of its Inquiry.
Senate Foreign Affairs, Defence and Trade Committee
Japan Politics and Society: Report 2 on the Inquiry into Japan
Tabled: 27 September 2001
No Government response to date
The Department of Foreign Affairs and Trade is coordinating the preparation of the draft Government response to this report. The Department provided input to the draft response in June 2002.
Senate Environment, Communications, information Technology and the Arts Reference Committee
Inquiry into Electromagnetic Radiation
Tabled: 22 May 2001
No Government response to date
The Australian Radiation Protection and Nuclear Safety Agency, in the Health and Ageing Portfolio, is coordinating the preparation of the draft Government response to this report. The Department provided input to the draft response.
Management of human resources
During the year the provision of human resource (HR) services was outsourced to The Empower Group. The contract with The Empower Group, which runs until September 2004, covers the delivery of human resource management services including recruitment planning and selection, staff learning and development, performance management and remuneration management.
During the year:
- a new HR and payroll system was implemented in January 2002;
- an online Employee Self Service system was implemented in January 2002 via the intranet;
- a core skills development program was delivered successfully over the first six months, with almost 500 staff completing courses;
- the backlog of case management of difficult HR issues was cleared;
- service level standards, in the form of work value matrices, were developed for the Department to monitor compliance with public sector requirements;
- development of a Leadership and Management Development Program for executive level staff was completed; and
- the performance Management System documentation was reviewed.
A review was undertaken in May 2002 to assess the first six months operation of the contract. The review highlighted a number of areas in which improvements in the delivery of HR services need to be made. Achievement of this will present a significant challenge for the Department over the next 12 months.
Workforce planningThe Department approaches workforce planning with the aim of satisfying its workforce requirements now and into the future.
During this reporting period, the Department gave priority to the development of a core training program for all staff, leadership development for Executive Level staff, development of work level standards and a review of the Performance Management System.
Workforce reporting data was not produced on a regular basis this year due to the introduction of a new HRMIS during the course of the year.
Graduate recruitment remains a key element of the Department's overall recruitment strategy. Twelve graduates commenced with the Department in 2002. Graduates are offered a formal training program in their first year to provide skills development in addition to on-the-job training.
Staffing overviewThere has been a small increase of five per cent in the Department's employment base over 2000-01. At 30 June 2002, there were 578 ongoing and non-ongoing employees, compared with 551 at 30 June 2001.
An analysis of the Department's employment shows that:
- the largest concentration of staff is at the APS6-EL2 levels;
- non-ongoing employees accounted for 13 per cent of the total employees-slightly less than last year's figure of 17 per cent; and
- the turnover rate for 2001-02 was 16 per cent.
The Department's Performance Management System is integral to its ability to effectively manage and develop our staff.
The Performance Management System applies equally to all staff. Under the terms of the current Certified Agreement all non-SES staff have had access to a form of financial reward, based on their individual performance.
Employees covered by the Certified Agreement (2000-02), who were assessed as having performed at a very high level during the performance cycle, had access to either accelerated incremental advancement or access to a performance based incentive payment in the form of an annual allowance.
Workshops on Performance Management Training and Giving and Receiving Feedback were conducted throughout the year.
The Department shows its commitment to the ongoing improvement of the Performance Management System by undertaking regular reviews of the system and associated documentation. The Performance Management Guidelines and Performance Agreement forms were reviewed in May 2002 to ensure that they continue to satisfy the Department's needs.
Certified AgreementThe Department's Certified Agreement 2000-02 continued to operate during the reporting period. The principal emphasis of the Agreement was to achieve greater commitment to improved agency and individual performance.
Consultations leading to a replacement Agreement commenced with the election of staff representatives and establishment of the Certified Agreement Working Group in March 2002.
Australian Workplace Agreements (AWAs)Senior Executive Service (SES)
All SES employees have remuneration arrangements agreed through an Australian Workplace Agreement (AWA).
Salaries are determined by the Secretary. In determining remuneration levels, consideration is given to Departmental and individual performance requirements and outcomes, market forces and the outcomes of the annual Department of Employment and Workplace Relations SES Remuneration Survey. The Agreements generally include performance pay, superannuation, an executive vehicle, leave and development provisions.
Non-SES
At 30 June 2001 there were 46 non-SES employees on AWAs. The majority of these were Executive Level 2 employees.
AWAs are sufficiently flexible to allow the Department to attract, reward and retain key employees. Non-SES AWAs are not usually comprehensive and Certified Agreement conditions of employment generally apply. Non-SES AWAs vary considerably, but could include items such as performance pay, car parking or enhanced professional development opportunities.
Staff developmentThe emphasis for staff development in 2001-02 has been on the development and implementation of a core training program for all employees. The program incorporates technical courses and skills development, particularly in gap areas identified through the Performance Management system.
Leadership capability
Significant effort was placed on the development of a Leadership and Management Development Program for Executive Level employees. The program is aligned to the Senior Executive Leadership Capability framework and was designed to enhance individual development as well as strengthening management and leadership skills for current and future management roles. Participation by Executive Level 2 employees has commenced. It is anticipated that all Executive Level employees will participate in the program during the next 12-18 months.
Core training
The Department's core training program incorporates technical courses and skills development particularly in gap areas identified through the Performance Management System.
As part of the core training program, 47 individual courses were conducted over the period of January to June 2002. Feedback from course participants was as follows:
Graph 12: Feedback from Departmental staff about core training programs January to June 2002
A total of 86 per cent of course participants provided formal feedback or ratings for courses. Of the six courses which received a 'Poor' or 'Not Good At All' rating, one course attracted 11 such responses. Based on this feedback, the Department reviewed the content and format of the course. Subsequent feedback on the revised course indicated a significant improvement with ratings of 'Very Good' or 'Excellent' from 14 participants and 'Fair' from the remaining three participants.
Workplace diversityA review of the Department's Workplace Diversity program was initiated during the year, but will be completed in 2002-03.
The Certified Agreement continued to provide flexible working arrangements, with employees having access to a range of employment types, home-based work, vacation care subsidisation, personal leave and purchased leave.
Managing and developing Questacon staffAs part of the Building an Even Better Questacon framework, Questacon continued to refine its People and Business Performance Management scheme and its human resource development plan this reporting period. The performance management scheme articulates Questacon's key organisational values and skills and informs individual work plans and performance indicators which are reviewed every six months. The human resource development plan, known as Developing Q People, comprises individual career development and corporate training and development plans.
Managing and developing ScreenSound Australia staff
This reporting period was the first year of implementing ScreenSound Australia's Performance Management Scheme with final appraisals due in August 2002. A key component of the Scheme was the development of Personal Development Plans, which provide the basis for individual career development, as well as some aspects of the corporate training and development program.
The corporate training strategy was endorsed by the Human Resource Development and Diversity Committee, which meets every second month and comprises employee and management representatives. In addition to providing training on performance management, the focus of the strategy for 2001-02 was on leadership and supervision for APS 5 and APS 6 employees, project management and change management.
In addition, employees participated in a number of external programs, including the Public Service and Merit Protection Commission's Senior Women in Management program, management and administrative skills programs conducted jointly by the national collecting institutions in Canberra and the audiovisual archiving certificate course conducted by the Charles Sturt University.
Employee Self Serve, an online system for processing and updating leave, was implemented successfully in June.
Negotiations also commenced on a new Certified Agreement, with the current Agreement due to expire in December 2002.
Table 10: ScreenSound Australia classification and salary ranges
|
Classification |
$ |
|
Executive Level 2 |
69 505 - 81 455 |
|
Executive Level 1 |
60 286 - 65 103 |
|
APS Level 6 |
48 254 - 54 085 |
|
APS Level 5 |
43 878 - 46 224 |
|
APS Level 4 |
40 328 - 42 436 |
|
APS Level 3 |
35 066 - 39 799 |
|
APS Level 2 |
30 788 - 34 140 |
|
APS Level 1 |
27 204 - 29 331 |
|
Junior rates |
16 322 - 24 756 |
Performance Pay
There is no provision for performance pay in the Certified Agreement. Pay outcomes are in terms of increment advancement through the Performance Management Scheme.
Client service charter
The Department is committed to providing quality client service, and monitoring and responding to feedback from clients. In June 2002, the Department surveyed a representative sample of the Department's clients to obtain feedback on the Department's service delivery, in accordance with the Government's Client Service Charter principles.
Overall, the survey indicated 95 per cent of the Department's clients rated the service of Departmental staff as satisfactory to excellent. Particular areas of strength were Departmental staff willingness to assist clients and the timeliness of advice to clients. The survey identified two specific areas, however, where the Department could improve its service-consultation with clients about the development and review of policy and responding to client inquiries by email.
The Department's performance against stated Service Charter standards were as follows:
Communication with clients- Courteousness-88 per cent rated performance as satisfactory to excellent;
- Responsiveness-88 per cent rated performance as satisfactory to excellent;
- willingness to assist clients-89 per cent rated performance as satisfactory to excellent;
- fair and professional treatment-88 per cent rated performance as satisfactory to excellent;
- provision of timely oral and written advice that is clear, concise, accurate and complete-
- 89 per cent rated performance as satisfactory to excellent;
- technical/professional competence in providing advice-85 per cent rated performance
- as satisfactory to excellent; and
- sensitivity to diversity issues-80 per cent rated performance as satisfactory to excellent.
- Handling of telephone calls between 9:00-5:00pm-88 per cent rated
- performance as satisfactory to excellent;
- staff identify themselves by name and/or work area-86 per cent rated performance
- as satisfactory to excellent;
- resolution of less complex inquiries over the telephone-86 per cent rated performance
- as satisfactory to excellent; and
- resolution of more complex inquiries within three working days-75 per cent rated performance as satisfactory to excellent.
- Responding to inquiries as soon as possible-69 per cent rated performance as satisfactory to excellent; and
- responding to more complex inquiries within three working days-60 per cent rated performance as satisfactory to excellent.
- Programs, application procedures and program policy issues were publicised using a range of methods, including online and hardcopy format. Seventy-nine per cent of respondents rated performance as satisfactory to excellent;
- equitable access to DCITA programs and services of which 71 per cent of respondents rated performance as satisfactory to excellent;
- grants and programs were administered fairly, in accordance with relevant published guidelines, criteria, regulations or legislation of which 75 per cent of respondents rated performance as satisfactory to excellent; and
- grants payments were made within four weeks of acceptance of reports, and/or in accordance with relevant schedules or commitments, which was rated by 77 per cent of respondents as satisfactory to excellent.
- Consultation with interested parties as early as practicable, where appropriate-53 per cent rated performance as satisfactory to excellent; and
- consultative processes were designed to include those who would be most affected by changes in policy or legislation-52 per cent rated performance as satisfactory to excellent.
The Department responded to clients as soon as possible and where the matter was more complex, responses were made within 20 working days. Where this was not possible due to the nature of the inquiry, clients were informed of the time needed to provide final response and provided with a name and telephone number to call for further queries-81 per cent rated performance as satisfactory to excellent.
Purchasing
The Department undertakes its purchasing consistent with the requirements of the Commonwealth Procurement Guidelines issued by the Department of Finance and Administration. The Department procures from small to medium Australian and New Zealand enterprises whenever practicable.
Assets management
Old Parliament House and the National Portrait GalleryAsset management is integral to the operation of Old Parliament House (OPH) and the National Portrait Gallery (NPG).
Home of the Commonwealth Parliament from 1927 until 1988, OPH is of national historic, social and architectural significance. In recognition of its heritage significance OPH is listed on the Register of the National Estate. The building's net book value is $34 million, with a replacement cost of $87 million. OPH houses significant collections of furniture associated with the building and its history and the net book value is $3.34 million. Most of the collection is housed on-site with those items not currently on display or in use in public areas of the building being kept in standard storage conditions.
The building is conserved in accordance with the OPH Conservation Management Plan 2000. This plan ensures that the heritage values of the building are preserved while the public is also able to access the site. OPH is also being refurbished and maintained in accordance with the long term Master Building Plan, Fire Safety Strategy and Services Strategies.
The NPG, housed within OPH, currently has a permanent collection with a net book value of $9.5 million. The collection is housed on-site with those items not currently on display housed in specially controlled climate and humidity storage facilities.
Questacon
Asset management continues to remain a focus within Questacon-the National Science and Technology Centre, which manages a net book value of $38 million. Life cycle maintenance plans are in place for the building, plant and equipment and exhibitions. An ongoing asset replacement program is also in place to ensure the facility is functioning to a standard expected by both staff and visitors to the Centre.
During 2001-02, building facilities and systems upgrades were a priority. This included work on the air-conditioning system, the security system, storage facilities, theatre upgrade, and some staff accommodation. Infrastructure and software enhancements were also made to a number of information technology applications. An ICT strategy was also developed to ensure information technology continues to meet the needs of the business into the future.
As part of its ongoing program to refurbish the Centre's building in Canberra to showcase the best in interactive exhibitions, Questacon developed and opened three new exhibitions during 2001-02. The exhibitions were:
- Burarra Gathering an exhibition presenting some of the traditional knowledge and technologies used today by the Burarra people of the central north Arnhem Land region of Australia. The exhibition was a collaboration between Questacon, The Investigator Science and Technology Centre in Adelaide and the Wurdeja, Ji-malawa and Yilan Aboriginal Communities of central north Arnhem Land;
- foyer exhibits including the Rototron and Camwave were installed on the ramp to enhance the visitor experience in the
- foyer; and
- Awesome Earth which is a new permanent exhibition about spectacular natural phenomena including earthquakes, cyclones, tsunamis, volcanic eruptions and lightning.
ScreenSound Australia, the National Screen and Sound Archive, is custodian of Australia's national audiovisual collection. This collection has over one million items and as at 30 June 2002 had a net book value of $177 million.
The collection is housed in specialist climate and humidity controlled storage facilities. It is monitored continuously in accordance with a collection assessment and monitoring program that is based on externally validated statistical methodology. The results of this monitoring are used to determine asset preservation priorities.
ScreenSound Australia is located in a heritage listed art deco building at Acton which is open to the public for research, presentations, film screenings and exhibitions. The land and building net book value is $29 million and is maintained in accordance with a conservation management plan. This plan ensures that the heritage value of, and public access to, the building are maintained.
Consultants and competitive tendering and contracting
ConsultantsThe Department's policies on selection and engagement of consultants are based on the Commonwealth Procurement Guidelines, the Department's Chief Executive Instructions, and in various other Commonwealth policies. The Department gives full weight to all Commonwealth legislation, policies and guidelines relating to procurement.
The Department's internal policies are flexible, and are based on a relatively decentralised model. Greater responsibility and accountability is achieved by giving project officers responsibility for developing requirements and managing contracts. Important checking and control mechanisms are in place, however, as a senior officer must approve any consultancy contract, and the Legal and Contracts area provides advisory and administrative support to project officers who are involved in contracting.
The Department's selection procedures are based on contract value, market conditions,
and the nature of any given requirement. Typically, contracts of any significant value are offered publicly, being advertised in the press, the Commonwealth Electronic Tender system website and/or the Purchasing and Disposals Gazette. Consultancies of a lower value are routinely arranged through restricted tender processes. Where market conditions or other special circumstances make it appropriate, the Department mayenter into consultancies without competitive tendering.
Consultants are engaged for a wide variety of purposes in the Department. They are typically engaged to provide complex professional services which the Department does not have the ability to perform in-house. These services include matters such as technical advice, financial advice and specialised information technology services.
For the 2001-02 financial year, the Department administered a total of 126 consultancy contracts incurring a total expenditure for the year of $12 515 469.
A list of all consultancy contracts let to the value of $10 000 or more (inclusive of GST) is included in this Report at Appendix 3.
Competitive Tendering and ContractingIn line with the Government's Competitive Tendering and Contracting initiative, contracted service providers deliver a range of Departmental services. The Department's objectives in outsourcing such services comply with the principles specified in the Commonwealth Procurement Guidelines ensuring value for money outcomes, encouraging innovation and improving accountability and performance in the delivery process.
Currently, the Department has in place contracts with:
The Empower Group to deliver human resource management services including recruitment planning and selection, staff learning and development, performance management and remuneration management. This contract-Human Resources Outsourcing Agreement between DCITA and the Empower Group Pty Ltd-runs until 24 September 2004;
Fujitsu Australia Ltd to redevelop and maintain the Department's website. This contract-DCITA Website Redevelopment and Facilities Provision-runs until 29 December 2003;
Telstra Enterprise Services (formerly Advantra Pty Ltd) to deliver information technology and telecommunications services. This contract-Group 5 Agreement for IT&T Services and Industry Development-runs until June 2004; and
Recall Total Information Management to deliver records management and archiving services. This contract-Information Management Services for the Ongoing Sentencing, Retention and Disposal of DCITA Portfolio Records-runs until 31 December 2003.
The Department did not undertake any competitive tendering processes during the 2001-02 financial year.