Annual Report 2008–09 - Queensland Parliament€¦ · Public Service Commission Annual Report 2008-09 1 30 October 2009 The Honourable Anna Bligh MP Premier and Minister for the

Annual Report 2008–09

Public Service Commission Annual Report 2008-09

Public Service Commission Annual Report 2008-09 1

30 October 2009

The Honourable Anna Bligh MP

Premier and Minister for the Arts

Level 15, Executive Building

100 George Street

Brisbane Qld 4000

Dear Premier

I am pleased to present the Annual Report 2008-09 for the Public Service Commission.

I certify that this Annual Report complies with:

the prescribed requirements of the • Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, and

the detailed requirements set out in the • Annual Reporting Guidelines for Queensland Government Agencies.

A checklist outlining the annual reporting requirements can be accessed at www.psc.qld.gov.au.

Yours sincerely

Bruce Wilson

Commission Chief Executive

Public Service Commission

2

Communication objectiveThis Annual Report provides information about the Public Service Commission’s financial and non-financial performance for 2008-09. It has been prepared in accordance with the Financial Administration and Audit Act 1977.

The report records the significant achievements against the strategies and outputs detailed in the Public Service Commis-sion’s 2008-09 Service Delivery Statement.

This report has been prepared for the Premier to submit to Parliament. It has also been prepared to meet the needs of stakeholders including the Commonwealth and local governments, industry and business associations, community groups and staff.

Public Service Commission Annual Report 2008-09.

© The State of Queensland (Public Service Commission) 2009.

Published by the Queensland Government, September 2009, 53 Albert Street, Brisbane Qld 4000.

The Queensland Government supports and encourages the dissemination and exchange of information. However, copyright protects this document. The State of Queensland has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. Copyright enquiries about this publication should be directed to the Public Service Commission by email to [email protected] or in writing to PO Box 15190, City East Qld 4002.

The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, you can contact us on (07) 3227 6379 and we will arrange an interpreter to effectively communicate the report to you.

Copies of this publication can be obtained by contacting (07) 3227 6379 or at www.psc.qld.gov.au

ISSN 1837-2201

This document has been printed using recycled paper.


Table of contents

Introduction 4

Commission Chief Executive’s report 5

About the Public Service Commission 6

External scrutiny 7

Financial summary 7

Performance reporting 8

Overview and directions 9

Our teams 9

Workforce Performance 9

Organisational Performance 13

Corporate and Communication 15

Public Service Appeals 16

Governance – management and structure 18

Organisational structure 19

Board of Commissioners 20

Executive Management Team 21

EMT sub-committees 22

Strategic planning and reporting 23

Governance – human resources 25

Our people 26

Entry level recruitment 26

Developing our people 28

Our values 28

Work/life balance 28

My Challenge 28

Study assistance 29

Initiatives for Women 29

Voluntary early retirements and retrenchments 30

Governance – operations 31

Shared services initiative 32

Risk management 32

Audit Committee 32

Internal audit 32

Public Interest Disclosures 32

List of legislation 32

Costs of boards and committees 32

Consultancies 32

Overseas travel 32

Grant recipients 32

Complaints management 32

Business systems 32

Record keeping 33

Freedom of Information 33

Hosting visits by overseas delegations 33

Energy and waste management 33

Glossary 36

Financial Statements 37

Queensland Public Service and sector-wide profile data 68

Public Service Appeals 74

Queensland Public Service workforce profile 77

Equality of Employment Opportunity (EEO) 85

4

Introduction


I am delighted to present the first annual report for the Public Service Commission.

The Public Service Commission (PSC) was formed on 1 July 2008 as part of the Queensland government’s re-form agenda, following the abolition of the former Office of the Public Service Commission (OPSC) and the former Service Delivery and Performance Commission (SDPC).

Our first year of operation has been exciting, challenging and immensely rewarding.

Exciting, because the Public Service Act 2008 created a mandate for the new PSC to be much more than the sum of the parts of its predecessors.

Challenging, as we carved out a new strategic direction and integrated the staff of the former OPSC and SDPC under the one PSC banner.

And immensely rewarding, as working together we made significant inroads towards our goal of building a high-performing public sector, and established ourselves as valuable partners with a broad range of stakeholders both within and outside of government.

This year coincided with a period of significant reform across Queensland government to modernise the public service, deliver better services and meet rising community expectations. The PSC played a key role in supporting the government’s Toward Q2: Tomorrow’s Queensland agenda.

In particular, a key focus was to implement machinery of government changes which streamlined the number of government departments from 23 to 13, with the aim of improving strategic focus, more efficient service delivery, savings in corporate overheads and more enduring govern-ment structures. This will continue as an important focus for the PSC as we assist agencies meet workforce chal-lenges and find innovative ways of doing more with less.

Strong leadership skills will be crucial in this environ-ment and building leaders across the public service is one of our highest priorities. By providing advice, ideas and programs we will actively encourage agencies to continu-ally develop their leaders.

Another welcome development under the new legislation was the creation of our Board of Commissioners. Their expertise, drawn from business, academia and govern-ment, has proven very valuable at a time when govern-ments around the world are grappling with optimising service delivery in uncertain economic times.

I would like to thank all of our Commissioners for their insight and energy in contributing to the PSC’s work plan and strategic agenda.

At the PSC we have formed the strong ethos that the best way to deliver our business is through building relation-ships, connecting people and working in partnership. We want to be Inspiring People.

I want acknowledge all of our staff for their commitment to bringing this philosophy to life not only through the great work they have done this past year, but how they have done it.

Some particular highlights include:

working in partnership with the Department of the •Premier and Cabinet and Queensland Treasury on the implementation of machinery-of-government reforms to strengthen government service delivery and organisational performance

contributing to the • Whistling While They Work national whistle blowing research project and collaborating on integrity-related policies, procedures and online publications to assist staff in making or managing public interest disclosures

establishing a Chief Executive Service and •implementing the Chief Executive Performance Management and Development Framework

rolling out the • Capability and Leadership Framework to help agencies assess and develop leadership skills at all levels and identify the skills needed for future roles

delivering a sector-wide Workforce Planning Summit •to enhance the skills of managers and practitioners in workforce planning.

These are just a few of the initiatives implemented this year. I invite you to read on for an overview of more of our achievements as well as our ideas on what we hope to achieve in the future.

Finally, I would like to thank the many people in other government agencies, business and academia with whom we have forged very successful partnerships and who help us to deliver our business.

Bruce Wilson AM Commission Chief Executive

Commission Chief Executive’s report

6

The Public Service Commission was established under the Public Service Act 2008 on 1 July 2008. The Premier of Queensland is the Minister responsible for all functions within the PSC.

The PSC administers the following three Acts:

Public Service Act 200• 8

• Public Sector Ethics Act 1994, and

• Whistleblowers Protection Act 1994.

The PSC’s main functions, as outlined in the Public Ser-vice Act 2008, are to:

(a) enhance the public service’s human resource manage-ment and capability;

(b) promote the management and employment principles;

(c) conduct commission reviews;

(d) develop and implement public service-wide workforce management strategies;

(e) together with the departments responsible for public sector industrial relations and public sector financial policy, consider improvements in the performance of departments through remuneration and conditions of employment;

(f) facilitate the purposes of the chief executive and senior executive services and the position of senior officer;

(g) advise the Minister about the need for commission reviews about particular matters;

(h) promote a culture of continuous improvement and organisational performance management across all public service offices;

(i) provide a best practice advisory role on public service management, organisational performance management and workforce practices.

The PSC provides advice to the Premier and government on the administration of the Queensland Public Service and the management and employment of public service employees. It is responsible for overseeing and improving the management of the public service’s human resources and improving public service performance, service deliv-ery and accountability.

While the PSC itself does not provide services directly to the Queensland community, it provides a critical support and capability building role to the public service work-force and organisations that do. In this way, it has an indirect, yet significant impact on supporting the govern-ment’s Toward Q2: Tomorrow’s Queensland priorities.

The office location and contact details are:

Level 1353 Albert StreetBRISBANE QLD 4002T: 07 3227 6379F: 07 3224 2635W: www.psc.qld.gov.au

About the Public Service Commission


External scrutinyThere have been no external performance reviews of the PSC’s operations since its establishment on 1 July 2008. There were no investigations by, or formal reports from, the Queensland Ombudsman since the establishment of the PSC.

Financial summaryThe following analysis is provided to assist in understanding the PSC financial statements for 2008-09.

Revenue

The PSC’s main revenue source is appropriation from the Consolidated Fund from Queensland Government. In 2008-09, the PSC’s budget appropriation was $9.842 million.

In addition the PSC receives income from providing leadership, learning and development services to other agencies.

Expenses

The major expenses associated with the PSC’s activities include:

employee expenses, eg wages and salaries, salary-related taxes and superannuation contributions ($8.828 million), •and

supplies and services which were costs associated with the day-to-day operations of the PSC ($4.363 million).•

2009

($’000)

Income 13,317

Expenses 13,276

OperatingSurplus 41

NetAssets 495

A full set of financial statements for the 2008-09 period is provided in the second part of this report.

8

Performance reporting


Overview and directionsSince commencing operations as a new entity on 1 July 2008 the Public Service Commission has identified priori-ties and programs to further its aim to build a modern, efficient, high performing Queensland Public Service.

The Board of Commissioners met five times during the financial year to help shape the organisation’s strategic direction and work plan.

On 25 September 2008 Commissioners participated in an all-day workshop focussed on the challenges and oppor-tunities emerging from the government’s blueprint for the future, Toward Q2: Tomorrow’s Queensland.

Issues identified at that workshop, research and con-sultations conducted by the PSC, and discussions with Directors-General formed the basis of an initial work plan that was submitted to the Premier in October 2008.

The work plan reflected the Commissioners’ views that to deliver on the government’s Toward Q2: Tomorrow’s Queensland agenda the Queensland Public Service must attract and retain the right staff, nurture and develop skilled leaders and build high performing, efficient or-ganisations that work collaboratively. Key aspects of the work plan included:

ensuring that the Queensland Public Service was an •employer of choice

promoting public service-wide flexibility in human •resource management

building leadership and capability•

establishing and managing the Chief Executive •Service and Senior Executive Service

supporting departments to improve organisational •management

conducting program reviews (at the Premier’s •request)

developing the capacity of the PSC as a centre of •excellence.

These themes and priorities informed a functional model which led to a new organisational structure adopted from December 2008. The main functional areas were:

Workforce performance•

Organisational performance •

Corporate and communication. •

In addition to these functions, the Commission Chief Executive also hears and decides appeals under the Public Service Act 2008.

Reporting in this first annual report for the PSC is struc-tured around the performance and outcomes of these key work areas.

In the first half of 2009 the PSC held further discussions and workshops leading to the development of its first strategic plan, for the period 2009-13. This plan, effective from 1 July 2009, will provide the vision and key objec-tives to guide the PSC’s work across the public service in support of government priorities.

Our teams

Workforce PerformanceOutput description

Workforce Performance works in partnership with agen-cies and stakeholders to reform and continuously improve the public sector regulatory and policy framework to support a high performing and accountable workforce. The area works closely with its partners to implement public service-wide workforce planning and management strategies.

This output aims to support a high performing public service that is responsive, innovative and efficient in its approach to developing the leadership and capability of its people. It coordinates and supports the development of a range of whole-of-government learning programs and initiatives to meet the emerging needs of the Queensland public sector.

The output also provides policy development, advice and services in the management of the Chief Executive Service (CES) and the Senior Executive Service (SES). This area promotes a high performance CES and SES culture, the development of executive capability, and the effective utilisation of executive leaders as a whole-of-government resource to support quality service delivery.

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Highlights Delivered a sector-wide Workforce Planning •Summit in May to enhance the existing skills of managers and practitioners in workforce planning.

Established and facilitated key consultative •groups to develop workforce policy reform options and progress a review of the Public Service Act 2008.

Issued a revised directive for recruitment and •selection achieving savings in excess of $2 million per year across the sector through advertising on the Smart Jobs and Careers website and reduced print advertising.

Issued a revised directive for temporary •employment which maximises employment security for long-term temporary staff.

Completed implementation of the • Experience Pays Awareness Strategy.

Coordinated the 100th • Public Sector Management program for Queensland providing the opportunity for participants from Brisbane and regional areas to gain a qualification.

Developed and released the • Capability and Leadership Framework (CLF) for the Queensland public sector and began working with the sector on implementation.

Facilitated whole-of-government induction for •three target groups.

Developed and implemented the • Chief Executive Performance Management and Development Framework.

Managed the annual performance agreement •process for all Chief Executives and managed, on behalf of the Performance Leadership Group, the performance review of Chief Executives as contract anniversary dates became due.

Provided advice on Senior Executive Service •appointments in line with the Public Service Act 2008.

Streamlined the process and issued a new •guideline for the appointment, secondment and interchange arrangements for the Senior Executive Service.

Timeframes for the appointment to and within •the SES were significantly reduced to within seven working days.

Launched the Workforce Analysis Comparison •Application (WACA) reporting service across the public service to enhance human resource management practices.

•

•

•

•

The Experience Pays Awareness Strategy aims to raise awareness of the value of mature-age workers and the impact of the ageing workforce. Older workers are a valuable resource and bring experience, reliability and flexibility to the workforce. Seventy seven year-old Queensland Transport employee Shirley Johnstone (pictured) retired in her 60s however returned to work a few years later.

AchievementsIssued a• revised directive for employment screening.

Partnered with three agencies under the • Experience Pays Awareness Strategy to implement targeted interventions to increase the retention of mature-age workers.

Published workforce resources including succession •management and ageing workforce resources, and Experience Pays Awareness Strategy employer and employee guides.

Conducted two • Practical People Management pilot programs focusing on intergenerational workforces.

Contributed to the • Whistling While They Work national whistle blowing research project and, in conjunction with the Queensland Ombudsman and Crime and Misconduct Commission:

developed a Good Practice Checklist to assist –agencies in reviewing their whistle blowing policies and procedures; and developed two online publications to assist –employees and managers in making or managing public interest disclosures

Coordinated the 2008 • Queensland Government Graduate Program involving 22 agencies and 24 graduate policy officers and implemented a revised 2009 program with 16 graduates employed by 13 agencies.

Coordinated the Australia and New Zealand School •of Government (ANZSOG) offerings on behalf of the sector.



Commission Chief Executive and participants from the 2008 Queensland Government Graduate Program at the official program close at Parliament House.

Coor• dinated Corporate Leadership Council and Lominger licensing as a whole-of-government purchasing arrangement.

Managed recruitment and selection processes for the •appointment of new Chief Executive officers, the departure of former Chief Executive officers and the appointment of former Chief Executive officers as Associate Directors-General.

Managed the recruitment and selection process for •the appointment of a new Queensland Integrity Commissioner.

Conducted two whole-of-government SES induction •programs for newly appointed executives.

Prepared nine Departmental Arrangements Notices •in addition to the major Department Arrangements Notice following machinery-of-government changes on 26 March 2009.

Processed the appointment, promotion and transfer •of 100 officers across the SES.

Developed and issued three new directives: • SES - Employment Conditions; Engaging Officers on Fixed Term contracts of Employment; and, Employment Separation Procedures which included a CEO/SES separation checklist and declaration form.

Developed and issued three new policies: • SES Profile Management Procedures; Executive Remuneration Package – Motor Vehicles; and Managing Contractors for Professional Services.

Developed a guideline for SES and SO profile •procedures following machinery-of-government changes.

Conducted a Chief Executive career perception •survey to gain an understanding of chief executive career development needs.

Produced a research report on Executive Performance •Management and Development Frameworks to inform the design and implementation of new performance frameworks for Chief and Senior Executives.

Future DirectionsImplement significant reform of workforce •directives and guidelines relating to recruitment and selection, complaint management, performance development, discipline, employment screening and the management of employees following workplace change.

Finalise a review of the first 12 months of operation •of the Public Service Act 2008 and amend the Act, Public Service Regulation 2008 and relevant directives, guidelines and policies.

Review legislation and policies on public sector •ethics and whistle blowing.

Continue the lead government agency role with •respect to ethics and whistle blowing, including supporting the outcomes of the Integrity and Accountability in Queensland discussion paper to strengthen the existing integrity framework.

Work with agencies to improve workforce planning, •especially for critical workforce groups.

Develop and implement a whole-of-government •approach to attracting, recruiting and inducting graduates and young people.

Support the increased implementation of flexible •workplace programs in partnership with agencies.

Work with agencies to develop agency Indigenous •employment action plans including Indigenous workforce employment strategies.

Continue to promote equality of employment •opportunity in line with the Act and analyse agency performance through Annual Reports.

Develop a Breastfeeding at Work Policy for all •government agencies.

Continue to work with agencies to utilise workforce •data to improve decision-making and workforce management.

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Work with agencies to progress the ongoing •implementation of the CLF.

Lead the design of leadership and professional •development programs to enhance the capability of first-time and existing managers across the sector.

Coordinate and build on existing ANZSOG offerings •to increase capability across the sector.

Develop and implement a whole-of-government •Performance Development and Management Framework.

Develop a DVD for inclusion in agency inductions to •showcase the aspirations of government and the rich diversity of career opportunities.

Enhance the online professional development •calendar making connections to learning and development opportunities across the sector.

Continue delivery of the • Public Sector Management Program throughout Queensland.

Coordinate whole-of-government purchasing •arrangements for relevant leadership, learning and development programs, licences and services.

Develop a national learning and development •network to enable efficient sharing of knowledge and information.

Coordinate a women’s mentoring program targeting •the capability development of AO3 – AO7 level officers.

Implement a Senior Executive Service Performance •Management and Development Framework for managing performance in the SES, including a template for performance agreements and reviews.

Develop and implement a new Executive •Development and Mobility Program.

Establish a panel of providers for executive •recruitment services.

Review and consolidate executive leadership •classification structures across the public sector.

Workforce statistics and analysis

The PSC maintains the Workforce Analysis and Compari-son Application (WACA), the central source for public service workforce statistics in Queensland. The WACA is an important tool that collects over one million records each year from more than 40 sites across Queensland Government.

The government and central agencies regularly use the WACA in their decision making processes about the Queensland Public Service workforce. The statistics measure an agency’s performance against that of the Queensland Public Service and provide key statistics such as average age of recruits, recruitment rate, permanency ratio, retirements in the next ten years, leave costs and balances and a range of other measures. In addition, an interactive benchmarking service is provided to agencies on key workforce metrics.

In 2008-09, using data on sector-wide personnel, the PSC provided regular advice to the government and agencies on public sector human resource figures by department. The PSC processed additional ad hoc data requests from the federal government and interstate jurisdictions.

Tony Hayes, Deputy Chief Executive, PSC launching the WACA interactive human resource reporting module to the Queensland Public Service.



Organisational PerformanceOutput description

Organisational Performance works in partnership with agencies to develop and implement best practice ap-proaches in the delivery of services, innovative ap-proaches to public administration and improved business outcomes. The output aims to enhance the organisational performance management capability of the Queensland Public Service and identify opportunities for improved efficiency and effectiveness.

The area provides guidance, advice and support to agen-cies on organisational performance management topics. This output shares knowledge and best practice experi-ence and provides targeted and timely advice on organi-sational performance management issues.

The output also identifies opportunities for improvement throughout the Queensland Public Service. This can occur through undertaking reviews requested by the Premier, and undertaking research, evaluations and analyses in conjunction with, or at the request of agencies.

HighlightsIn partnership with the Department of the •Premier and Cabinet and Queensland Treasury, implemented machinery-of-government arrangements to strengthen government service delivery and organisational performance.

Partnered with the Department of the •Premier and Cabinet, Queensland State Archives, the Queensland Government Chief Information Office and the Office of the Information Commissioner to drive cultural and organisational changes to embed the new Right to Information (RTI) policy agenda across government.

Worked with the Department of the Premier •and Cabinet on implementing the Queensland Government’s new Performance Management Framework.

Developed a suite of user-friendly resources •which supported and enhanced agency capability in organisational performance management.

Pam Steele-Wareham, Regional Executive Director and Shirley Whitta, from the Department of Communities in Maryborough ran a number of planning days in the region as part of improving business and undertaking organisational change. The PSC has been providing a critical advisory and observer role throughout this change process.

AchievementsEstablishe• d a machinery-of-government Program Office within the PSC to support and advise the Central Transition Team, the body whose role it is to plan and coordinate the reform process.

Provided ongoing advice and guidance to agencies •in planning and implementing the machinery-of-government reforms, monitoring progress, resolving issues, overseeing risk and ensuring quality control.

Worked with central and relevant line agencies to •effect the creation of two new offices. The Office of Clean Energy and the Office of Early Childhood Education and Care were established to enable a concentrated focus on policy and program deliverables in their respective areas.

Worked collaboratively with the Department of •Communities and Queensland Health on two pilot projects designed to support the use of staff engagement practices as a means of encouraging workplace innovation and improvement. The PSC provided a critical advisory and observer role to support the achievement of sustainable benefits through using a structured staff engagement approach in the workplace.

Implemented processes within PSC to embed the •RTI policy agenda including training staff and developing a publication scheme for the PSC.

Included RTI and Information Privacy •accountabilities into the performance agreements of chief executive officers and SES induction programs.

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Incorporated RTI • content into whole-of-government induction programs and manuals.

Developed a best practice change management •guide as a tool to assist agencies, particularly in an environment where substantial change was required to implement a significant policy shift.

Developed draft whole-of-government service •delivery principles for consultation with government agencies.

Released the report • Strategic Directions: People Performance Innovation, which formed part of the basis for the Commission’s work priorities.

Provided ongoing advice and support to the •Performance Leadership Group on issues relating to organisational performance management across the Queensland Public Service.

Worked with the Department of the Premier and •Cabinet to provide advice on draft guidelines to support the Performance Management Framework and arrangements to support the achievement of targets included in Toward Q2: Tomorrow’s Queensland.

Commenced the development of a suite of capability •resources to support improved organisational performance management, and tailored to the needs of senior executives, managers and performance practitioners, in consultation with stakeholders from across the service.

Worked with agencies to monitor the implementation •of recommendations arising from review reports prepared by the former Service Delivery and Performance Commission.

Provided input into the Queensland Government’s •submission on the review of the Australian Government’s Report on Government Services.

Future directionsContinue to • support the significant organisational reforms through the machinery-of-government Program Office.

Promote the knowledge and learnings gained from •the staff engagement pilot projects across the public sector to achieve innovation, organisational reform and business improvements.

Promote whole-of-government service delivery •principles which guide agencies in the development and delivery of services.

Continue to provide advice, support and examples of •best practice in service delivery and organisational performance.

Research innovative service delivery models and •approaches to public administration to inform continuous improvement and organisational change across the public sector.

Continue to work with partner agencies on initiatives •to embed culture and organisational changes across the public sector to complement the RTI and Information Privacy legislation.

Continue the development of leadership capability •across the public sector, through identification and provision of best practice approaches and examples of high quality organisational performance management.

Support the implementation and embedding of •service-wide organisational performance frameworks through partnering with agencies and developing resources which enhance organisational performance management capability.

Work proactively with agencies and continue to •provide contemporary advice and support in the area of organisation performance management, ranging from quick responses to partnering on in-depth programs.

Engage with agencies and the Department of •the Premier and Cabinet to encourage new and innovative organisational performance related policies and procedures.

Provide high quality advice to the Premier on •opportunities to further improve public sector efficiency and performance through reviews, analyses and evaluations of specific government functions and programs. Reviews will be performed upon request from the Premier, the Performance Leadership Group, or from agencies in a business-driven context.

The PSC is working with Patient Food Services, Royal Brisbane and Women’s Hospital on a pilot project which involves staff in workplace innovation and improvement, as a way of improving business practice and service delivery.



Volunteers from across 13 government departments at the 2009 National Careers Expo at the Brisbane Exhibition and Convention Centre.

Corporate and Communication Output description

Corporate and Communication support the business and operational needs of the PSC. This output provides advice on current and emerging corporate, financial and organi-sational issues. It supports the communication needs of the organisation and takes a leading role in developing effective communication with both the organisation’s in-ternal and external customers. It also provides secretariat services to the Board of Commissioners.

HighlightsSupported five meetings of the ten member •Board of Commissioners.

Managed the whole-of-government presence •at the 2009 National Careers and Employment Expo.

Launched the new Public Service Commission •website.

Worked in conjunction with the Crime and •Misconduct Commission and Queensland Ombudsman to promote the release of the Whistle blower guides across the sector.

Achievements

Coordinated corporate governance arrangements for •the PSC including:

Strategic planning –Service Delivery Statements –Estimates briefings –Operational planning. –

Implemented the TRIM records management system •across the organisation.

Provided support to facilitate the Commission Chief •Executive’s participation in the Public Service Commissioner’s Conference.

Managed content for the Queensland Government’s •leading recruitment tool, the Smart Jobs and Careers website.

Devised office protocols to assist internal processes •and promote the efficient use of resources within the PSC.

Promoted flexible work practices within the PSC to •assist staff achieve a healthy work/life balance.

Future Directions

Embed the RTI principles within the PSC and •facilitate the ongoing implementation of the RTI agenda.

Continue to provide advice, service and support •regarding corporate, financial and operational issues.

Continue to enhance corporate business systems, •policies and procedures.

Implement the State Archives’ • e-Government Policy Framework for Electronic Records Management to effectively manage records within the PSC.

Continue to ensure that PSC communication •activities are effective, consistent and aligned with the organisation’s and government’s priorities.

Redevelop the PSC’s intranet site.•

Initiate a gap analysis of the PSC’s communication •activity.

Promote the Queensland Government as an employer •of choice at the National Careers and Employment Expo 2010 and WorldSkills national championships.

Continue to develop staff capability by promoting •the Capability and Leadership Framework and continue to fulfil requirements under the government’s Performance Development Framework such as strategic and operational plans, Service Delivery Statements and annual reporting.

16

A volunteer assisting job seekers at the Queensland Government stand at the 2009 National Careers and Employment Expo.

Public Service Appeals Output description

One of the functions of the Commission Chief Executive is to hear and decide appeals under the Public Service Act 2008. The appeals function is part of the integrity frame-work of the Queensland Government and supports and upholds ethical and equitable work practices and decision making throughout the public service.

Public Service Appeals provides an independent and informal review forum for public service employees and employers to deal with issues affecting the employment relationship, where these issues have not been able to be resolved by the parties themselves.

The types of decisions against which an appeal can be made include:

decisions to take, or not take, action under a •directive (commonly referred to as Fair Treatment Appeals);

a disciplinary decision;•

a promotion decision;•

a decision to transfer an officer; and•

a decision to continue a person’s employment as •temporary.

Highlights

Significant changes came about by the introduction •of the Public Service Act 2008, many of which impacted on the appeals function. The two most significant changes from the perspective of the appeals function related to temporary employment status and merit in selection processes.

Under the • Public Service Act 2008, unsuccessful job applicants can no longer appeal on merit, but only on the basis of a deficiency in the selection process.

In addition, the new Act provides for temporary •employees in certain circumstances to be given tenure and requires chief executives to review the status of temporary employees every three years. The Act also provides appeal rights to temporary employees not given tenure through this process.

There were 209 appeals received during the •year, down from the 228 lodged during 2007-08 and continuing the downward trend in appeals over time. This downward trend is consistent with changes to promotion appeals brought in with the Public Service Act 2008, which reduced the grounds for appealing promotion decisions.

Appeal lodgements peaked in November and •December with appeals lodged by teachers appealing decisions not to transfer them to a requested location for the 2009 school year. Twenty one percent of fair treatment appeals were in relation to teacher transfer appeals. These appeals were heard as a matter of priority to enable staffing arrangements to be finalised for the new school year.



Achievements

Conducting appeals not only ensures transparency and accountability in decision making, but provides a signifi-cant opportunity to learn how things might be done better or differently in the future. The Public Service Appeals unit:

Finalised 188 appeals. •

Continued to assist the parties to appeals resolve •their issues through conciliation wherever possible before proceeding to a hearing. Nine percent of fair treatment appeals finalised were conciliated.

Continued to hear and decide appeals lodged by •teachers in relation to transfer decisions at the end of the calendar year as a matter of priority to ensure Education Queensland could finalise staffing arrangements in time for the new school year.

Continued to use the trend analysis of appeal •decisions and issues raised in appeal to assist departments to improve practices in recruitment and selection and other management practices and decision making.

Issued a revised appeals directive, guidelines and •forms to support good practice and to conform with changes effected by the Public Service Act 2008.

Future Directions

Continue to improve the appeals directive, guidelines •and forms to ensure parties to an appeal are properly informed and appeals are conducted in an informal way that minimises costs.

Continue to enhance the quality and consistency of •decisions made.

Improve communication with the sector to •ensure issues arising out of appeals continue to inform policy and processes and decision making throughout the Queensland Public Service.

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Governance – management and structure


Organisational structureThe PSC, led by the Commission Chief Executive, consists of three business units:

Workforce Performance•

Organisational Performance•

Corporate and Communication•

The Public Service Appeals function also sits within the PSC.


Director Appeals

Deputy Chief Executive Organisational Performance

Executive Director Corporate and Communication

Deputy Chief Executive Workforce Performance

Executive Director Public Service Futures

Manager Corporate

Executive Director Workforce Futures,

Policy and Performance

Director Performance Management

and Review

Manager Communication

Executive Director Chief and Senior Executive Service

Director Leadership, Learning

and Development

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Board of Commissioners The Public Service Act 2008 established a Board of Com-missioners to provide the vision and guidance to sup-port the government’s goal of a modern, efficient public service.

The ten Commissioners, drawn from the private sector, academia and the public sector, contribute a diverse mix of skills, knowledge and expertise.

The Board helps shape the PSC’s strategic direction and provides guidance on innovative solutions to public service workforce and performance issues. In doing so it aims to keep Queensland at the forefront of public service administration.

As at 30 June 2009, Board members were:

Ms Ann Sherry AO – Chairperson (CEO, Carnival •Australia)

Mr James Strong AO (Chairman, Insurance Australia •Group; Chairman, Woolworths; and Director, Qantas Airways)

Mr John Story (Chairman, Suncorp Metway Ltd) •

Ms Marian Micalizzi (Director, Queensland •Investment Corporation)

Dr Anne Tiernan (Senior Lecturer, Centre for •Governance and Public Policy, Griffith University)

Dr Jackie Huggins AM (Deputy Director, ATSI •Studies Unit, University of Queensland)

Mr Ken Smith, Director-General, Department of the •Premier and Cabinet

Mr Gerard Bradley, Under-Treasurer •

Mrs Rachel Hunter, Director-General, Department of •Justice and Attorney-General, and

Mr Bruce Wilson AM, Chief Executive, Public Service •Commission.

Mr Peter Henneken, former Director-General, Department of Employment and Industrial Relations was a Board member until March 2009.

During 2008-09 the Board of Commissioners:

held their inaugural meeting on 1 July 2008 to •coincide with the establishment of the Commission. At this meeting the Board were addressed by the Premier;

met five times to ensure significant support and •guidance for the new PSC; and

provided direction and input into the projects, work •program and priorities for the PSC.


Public Service Commission Board of Commissioners. (Left to right) John Story, Rachel Hunter, Anne Tiernan, Ann Sherry AO, Jackie Huggins AM, Gerard Bradley, Marian Micalizzi, Bruce Wilson AM. Absent: James Strong AO, Ken Smith.


Executive Management Team A four-person executive, consisting of the Commission Chief Executive, two Deputy Commission Chief Executives and the Executive Director, Corporate and Communication lead the PSC. The Executive Management Team (EMT) ensures the highest standards of integrity, accountabil-ity and transparency. The team provides the leadership required to perform effectively by ensuring that the PSC has:

clearly established goals and objectives•

strategies for achieving those goals and objectives, •and

appropriate quality control systems to identify, •analyse and mitigate risks.

EMT decisions are conveyed at Team Leader meetings and staff forums. Team leader meeting minutes are published on the PSC intranet and accessible to all staff.

Mr Bruce Wilson AM


From July 2008, Bruce became Commission Chief Execu-tive to lead the development of the new Public Service Commission.

Bruce Wilson has had a varied career which started as an engineer in the Queensland Coordinator-General’s Depart-ment in 1972, in Brisbane and Rockhampton.

He subsequently spent several years in Canberra with the Commonwealth Departments of Urban and Regional Development, and Transport where he was Director (Road Projects).

On returning to Queensland in 1980 Bruce joined Trea-sury where his positions included Director of the govern-ment wide Internal Operational Audit Service and later Assistant Under Treasurer (Budget Services).

His first Chief Executive appointment was to the Lands

Department in September 1989. Following the election of the Goss Government in particular, this role entailed lead-ing major organisational change, a fundamental overhaul of land management policy and the implementation of integrated land information systems.

In August 1994 Bruce became Chief Executive of the Ad-ministrative Services Department with responsibility for government business enterprises including building proj-ects, property, information technology and many others.

From late 1995, Bruce was Chief Executive of Queensland Transport for some 12 and a half years, having wide ranging responsibilities across all transport modes, and being a major contributor at the national level.

Particular achievements during this period included the TransLink initiative for integrated public transport in south-east Queensland, the development of the Brisbane busway network, major innovations in road, rail and maritime safety, the large expansion of rail and port capacity for the export coal industry, and the roll-out of on-line customer services. For part of this period, Bruce was also responsible for Trade Queensland.

Bruce was appointed a Member of the Order of Australia in the 2008 Queen’s Birthday Honours.

Mr Tony Hayes

Deputy Chief Executive, Organisational Performance

Tony was appointed as Deputy Chief Executive of Organi-sational Performance in 2008. In this role Tony leads the development of best practice approaches for continuous improvement and organisational change. He also manages the development of innovative service delivery models and approaches to public administration to enhance service delivery.

Tony has specialist experience and skills in strategic management and planning, organisational review and business process improvement. He is passionate about information and business strategy development, change management and project management. Tony also has

Bruc

e W

ilson

Tony

Hay

es

Soni

a Co

oper

Ann

ette

Bas

taja

22

extensive experience across the Queensland public sector over many years in a variety of senior executive positions in line and central agencies. Tony has a Bachelor of Busi-ness, a Graduate Diploma in Executive Management and a Master of Administration. Tony was recently appointed as Adjunct Professor for the School of Business at the University of Queensland.

Mrs Sonia Cooper

Acting Deputy Chief Executive, Workforce Performance

Sonia Cooper is the Acting Deputy Chief Executive of Workforce Performance. In this role Sonia is responsible for leading reform initiatives and building workforce capability across the sector. Sonia is passionate about working with partners across government, unions and industry to ensure that the public sector is making a positive difference to the lives and wellbeing of Queenslanders.

Sonia’s career in human resources, organisational development and industrial relations spans nineteen years in the public and private sector. Sonia has worked in the industrial relations, education, communities, child safety, training and employment services sectors.

Sonia has a Bachelor of Arts degree from the University of Queensland and a Bachelor of Business degree from the Queensland University of Technology with majors in organisational psychology, industrial relations and human resources.

Ms Annette Bastaja

Executive Director, Corporate and Communication

Annette Bastaja is the Executive Director of Corporate and Communication. Annette is a career public servant with over 30 years of federal and state government experience. She has held a range senior positions including four diplomatic postings with the Departments of Immigration and Foreign Affairs and Trade. Her diverse experience also includes the Office of Public Sector Management in NSW Premier’s Department; the Human Rights and Equal Opportunity Commission; Director of Executive Services in the (former) Office of the Public Service Commissioner; and three years as the Official Secretary and Head of the Office of the Governor of Queensland. Annette holds a Bachelor of Arts in political science and international relations; and a Master of International Studies from Sydney University.

EMT sub-committeesEffective internal communication is important to the PSC. Below are some initiatives that enhance communication.

Team Leaders Committee

The objectives of the Team Leaders Committee were to:

facilitate an information sharing forum to senior •staff of the commission, and

provide a policy development forum to advance the •strategic policy agenda.

During 2008-09 the members of Team Leaders Committee, which met fortnightly, comprised:

Commission Chief Executive (Chair)•

Deputy Chief Executive, Workforce Performance•

Deputy Chief Executive, Organisational Performance•

Executive Director, Corporate and Communication•

Executive Director, Chief and Senior Executive •Service

Executive Director, Workforce Futures, Policy and •Performance

Executive Director, Public Service Futures•

Director, Workforce Futures, Policy and Performance•

Director, Leadership, Learning and Development•

Director, Performance Management and Review•

Director, Workforce Performance•

Director, Public Service Appeals•

Manager, Communication•

Manager, Corporate.•

The committee’s 2008-09 achievements:

provided input in the development of the PSC Work •Plan 2009-2010

provided input into key policy areas•

developed content for the Service Delivery •Statements service standards

contributed to the development of the PSC Strategic •Plan 2009-13, including prioritising the delivery of activities, and

provided input in the PSC Operational Plan.•



Right to Information Committee

The objectives of the Right to Information Committee were to:

provide expert advice to EMT regarding the contents •of the PSC publication scheme

develop internal processes and governance •arrangements for the release of PSC information, and

oversee the maintenance and review of the PSC’s •publication scheme and information content.

During 2008-09 the members of the Right to Information Committee comprised of the:

Executive Director, Public Service Futures (Chair)•

Executive Director, Chief and Senior Executive •Services

Executive Director, Workforce Futures, Policy and •Performance

Director, Leadership, Learning and Development•

Director, Performance Management and Review•

Director, Workforce Futures, Policy and Performance•

Manager, Communication•

Manager, Corporate.•


completed an information audit to reveal the PSC •information that existed and what had been released

developed a proposal for the information to be •included on the PSC’s website

developed, for endorsement by EMT, the criteria for •determining what PSC information is releasable

developed, for EMT approval, a PSC publication •scheme proposal to identify information to be released and additional topics where a summary to explain PSC activity is warranted, and

coordinated and actioned the population of content •headings to complete PSC’s publication scheme.

Internal Information Management Working Group

The objectives of the Internal Information Management Working Group (IIMWG) were to:

ensure all PSC business requirements are met •pertaining to information and data management

disseminate information relating to strategic, •tactical and operational information management throughout the PSC

advise EMT r• egarding information management needs, risks, priorities and solutions

inform and endorse the annual work program of the •Information Management Team

consider and endorse submissions to EMT regarding •significant information management projects and budget bids, and

meet quarterly with a quorum comprising the Chair •and four standing members.

During 2008-09 the members of the Internal Information Management Working Group (IIMWG) comprised:

Direc• tor, Workforce Futures, Policy and Performance (Chair)

Workforce performance team representatives (3)•

Corporate team representative•

Communication team representative•

Chief and Senior Executive Service team •representative

Workforce Policy team representative•

Leadership, Learning and Development team •representative

Appeals team representative•

Orga• nisational performance team representative.


devel• oped and subsequent approval by the Commission Chief Executive of the IIMWG terms of reference

initial consideration of survey standards, and•

established an intranet site for the working group •which is accessible by all PSC staff and contains documentation and minutes regarding the conduct of the working group.

24

Strategic planning and reportingThe Executive Management Team (EMT) is responsible for leading and engaging staff in the PSC’s strategic planning and reporting process.

During 2008-09 the PSC worked towards the development of a strategic plan and reporting framework. This was a cycli-cal process with the major phases shown below.

Each of these phases also intersected with the reporting requirements of the Performance Management Framework.

Strategic planning cycle

Plan

ning

Assessingtheenvironment•

thePSC’sroleinmanagingemergentissues –opportunitiesandchallengesforfuturedevelopment –whatishappeninginotherjurisdictions –

DeterminingthePSC’sgoalsandstrategies•

reviewingandassessinghowthePSCsupportsitsresponsibilitiesandalsothegovernment’spriorities –andoutcomesdeterminingif,andhowoutcomesand/orstrategicdirectionneedstobeamended –identifyingpotentialriskstodelivery –

Identifyinghowsuccesswillbemeasured•

seekingtheviewsofkeystakeholdersontheperformanceofthePSC –relatemeasurestostrategies –provideevidencethatstrategies,projectsandactivitiesmeetthegoalsofthePSC –

Impl

emen

ting

Implementingthestrategiesthroughprojectsandactivities•

operationalplanslinkprojectsandactivitiestothestrategicplan –staffareabletoeasilyidentifyhowtheycontributetothestrategicdirectionofthePSC –theskills,knowledgeandabilitiesneededtosuccessfullydeliverprojectsandactivitiesareidentified –

Revi

ewin

g

MonitoringandreviewingthePSC’scompliance,implementationprogressandachievements•

reviewingreportingsystemstodetermineeffectiveness –

Amendingstrategies,projectsandactivitiesasneeded•

engagingstaffandstakeholderstoprovidecommentsandfeedbackonthePSC’sprioritiesandstrategicplan –

Repo

rtin

g

Reportingachievements•

meetinglegislativerequirements –continuingestablishedreportingmechanismtoEMT –acknowledgingachievements –usingthisinformationtoinformthenextroundofplanning –



Governance – human resources

26

Our peopleStaff profile and activities

At 30 June 2009, the PSC employed 71 staff. Of these, 84% were employed on a permanent basis.

The majority of PSC staff were employed on a full-time basis (91%). Part-time employees constituted nine percent of the PSC workforce. Four percent of employees were identified as Indigenous.

In 2008-09, three quarters of the full-time equivalent employees at the PSC were female. Female employee rep-resentation was evident at all levels in the PSC from AO1 equivalent through to the Senior Executive Service.

Employment Type

Permanent 84%

Temporary 10%

Contract 6%

Entry level recruitment

The PSC had one administrative trainee and two school-based trainees in 2008-09. Undertaking a school-based apprenticeship allows students to work for an employer and train towards a recognised qualification while com-pleting high school.

Administrative trainee – Fiona Logan

Combining full-time work and study can be a challenge – and Fiona is well aware of this. Continuing her traineeship with the PSC in 2008-09 Fiona juggled work and academic de-mands. Employed as an administrative trainee, Fiona receives comprehensive on-the-job train-ing and gains valuable work experience whilst undertaking a Certificate III in Government.

Fiona values the importance of communica-tion and working in a cohesive team. She has gained skills in office management, typing, data entry, record keeping, research, computer use, and the setting of personal work priorities. She has learnt to provide effective, efficient administrative support to PSC personnel by applying sound office administration prin-ciples. Fiona enjoys undertaking more complex administrative tasks, and upon completing her TAFE qualification in late 2009, plans to con-tinue her career in administration.

Fiona Logan is an administrative trainee, combining work and TAFE studies.



School-based trainee – Katelyn Wallis

Katelyn, a Year 12 student at Cannon Hill Anglican College, had a keen interest in execu-tive support roles. Her interest motivated her to approach her career advisor to discuss work experience options.

With much enthusiasm Katelyn commenced her school-based apprenticeship with the PSC in January 2008. Working one day per week in a central government agency has broadened Katelyn’s understanding of public administra-tion, and exposed her to the varied ways that the Queensland Public Service provides services for Queenslanders.

Daily duties for Katelyn include processing documentation into the PSC’s electronic records management system, providing administrative support and effective customer service. As a result of her traineeship she has developed her organisational skills and can juggle multiple tasks concurrently.

Katelyn Wallis from Canon Hill Anglican College who is undertaking a school-based apprenticeship with the PSC.

School-based trainee – Lucy Roach

Lucy approached her career advisor at All Hal-lows’ School regarding school-based appren-ticeship opportunities as she was interested in learning administration duties. Lucy, a Year 12 student, commenced her traineeship with the PSC in January 2009.

Working one day per week, Lucy’s biggest challenge is keeping abreast of organisational activities. Understanding the different team’s responsibilities and having the capacity to as-sist them each Friday keeps her busy from week to week. Lucy enjoys the office environment and thrives on colleagues relying on her to assist them administratively. Her duties range from covering reception to coordinating mail outs.

Lucy’s biggest success was mastering face-to-face interactions, telephone requests and responding to client queries. Her workplace apprenticeship has taught her to communicate confidently and develop her customer service skills. Following completion of her Queensland Certificate of Education Lucy plans to continue her career in the Queensland Public Service in a corporate administrative role.

Lucy Roach, Year 12 student from All Hallows’ School who com-menced a school-based apprenticeship at the PSC in 2009.

28

Developing our people

Attracting and retaining first-class, talented people is a priority for the PSC. We seek to achieve this by creating a great place to work for all of our employees and by providing a workplace that is ethical, safe and where our people are challenged to make a difference.

In 2008-09 the PSC worked diligently to develop a per-formance orientated culture which was rewarding both personally and professionally for staff. The key drivers in developing our unique culture were people management and capability development. We worked to drive increased levels of performance across the PSC by maintaining and evolving a strong alignment between the goals of our organisation, our structures, culture, and our people practices.

Public Service Commission staff profile

Corporate and Communication

15%

PSC Projects16%

Office of the Integrity Commissioner

2%

Office of the CEO4%Workforce

Performance46%

Organisational Performance

17%

Our values

At the PSC we are committed to building a strong, inclu-sive and collaborative culture. In dealing with our staff, clients and stakeholders our actions are based on:

Integrity, trust and respect – we act honestly, fairly, •welcome diversity and strengths in staff and others, and use resources with care.

Openness and transparency – we welcome feedback •and input to decisions, communicate goals and actions clearly, give timely feedback to stakeholders and staff on decisions and disseminate information as widely as possible.

Performance and delivery – we honour our •commitments, set realistic expectations and priorities, are responsive and reliable and support professional growth.

Working together, collaboration – we work with •partners towards common goals, act cooperatively, debate and challenge productively, and draw on each other’s knowledge, skills and energy.

Innovation, excellence and success – we act •creatively, with courage and curiosity, take responsibility for solving problems, seek better practice, and model high standards of public administration.

Work/life balance

The PSC is committed to helping employees balance their work and life commitments. The PSC recognises that part of being an attractive, competitive employer involves providing work-life balance policies. Implementing these policies helps retain older workers, parents with child care responsibilities, and young workers who want to combine work and study.

In 2008-09, as part of the Queensland Government’s re-sponse to urban congestion, the PSC, together with other government departments and private organisations, took part in a four week flexible workplace pilot. Twenty five percent of PSC staff participated in the pilot.

There were three initiatives that were embraced during the pilot:

Compressed working wee• k — staff worked a standard week but compressed into either four days per week or nine days per fortnight.

Flexible hour• s — staff started work before 7am or after 9am, and finished before 4pm or after 6pm.

Telecom• muting — staff worked from home.

The PSC will build and sustain the leadership and culture, corporate resources and aligned business systems required to help embed the principles in the pilot.

My Challenge

In response to the Toward Q2: Tomorrow’s Queensland initiative of leading a healthy lifestyle, in 2008-09 the PSC partnered with Ford Health Group to undertake My Challenge. The program was designed to encourage individuals to start a new exercise regime or increase their physical activity levels.

It was a team event, whereby an individual team mem-ber’s steps (and any additional or alternate exercise) were counted, to combine with the team’s overall steps. An in-dividual’s aim under My Challenge was to achieve 10,000



steps a day as a contribution to the team navigating their way around a designated Queensland route.

Forty eight staff from the PSC formed into teams of four people, progressing on a daily basis as their steps contributed towards travelling around Queensland. The My Challenge program built responsibility for, and a focus upon individual health management within a team environment. This was achieved in a flexible and fun, yet competitive way, that assisted in enhancing working relationships. Some of the key outcomes of participating in the My Challenge across the PSC were:

83% of participants increased their physical activity •levels

72% of participants stated they would continue to •exercise at this increased level

33% of participants were exercising at least 5 days •per week

91% of participants reported that staff morale •increased during the program

8 of 12 teams made it back to the final destination•

8 of 12 teams conducted on average 10,000 steps per •person per day, and

27 participants averaged at least 10,000 steps per •day.

(Left to right) My Challenge participants Emma Aubrey, Sally Campbell and Janine McAdam.

Study assistance

The PSC is committed to providing employees with access to learning opportunities that enhance both work and personal skills and knowledge. Employees are encouraged and supported to apply for study assistance. This may in-clude financial support for approved studies or time away from work to attend lectures and exams.

In 2008-09 staff undertook formal study in the following fields:

Graduate Certificate in Public Sector Management•

Graduate Diploma of Accounting•

Master of Arts (Professional and Applied Ethics), and•

Master of• Business Administration.

Initiatives for Women

In 2008-09 nearly two thirds (64%) of the Senior Officers and Senior Executive Service at the PSC were female.

Women per classification (FTE) 2008-09

0

1

2

3

4

5

6

7

8

9

AO1Equivalent

AO2Equivalent

AO3Equivalent

AO4Equivalent

AO5Equivalent

AO6Equivalent

AO7Equivalent

AO8Equivalent

SOEquivalent

SES andabove

Equivalent

Classification level

Num

ber

of f

ull t

ime

equi

vale

nts

The PSC continued to support a range of flexible work practices to improve the attraction and retention of all employees and to assist female employees to balance work and family responsibilities. These included working from home, part-time work, leave options such as pur-chased leave arrangements and variable working hours.

The PSC identified that there was a gap in targeted train-ing and development across the sector for women. As a result, a program called Inspiring Women aimed at the personal and professional empowerment of AO3 - AO7 women was scoped. This program is due to go live in Au-gust 2009. It is a twelve module, self paced program with face-to-face engagement with leaders from across the sector, and is designed to reach regionally isolated women as well as women within the South-East corner. Inspiring

30

Women will reach 150 women across Queensland from August 2009 to coincide with Q150 celebrations.

The Queensland Women in Public Sector (QWIPS) is a program where women’s leadership is encouraged, career and personal development are actively supported and issues related to women’s working lives are articulated. QWIPS is run by volunteers from the sector and the Public Service Commission was pleased to support this program through a volunteer committee member and the provision of a mentor for one participant in the program.

Voluntary early retirements and retrenchments

There was one voluntary early retirement taken in 2008-09.

Jennifer Lyons (pictured with daughter Lucy) uses flexible work practices to balance her work and family commitments.

Jennifer Lyons

Jennifer is a manager at the PSC, and the mother of 15-month old Lucy. She works part-time, with a combination of on-site and at home hours. Jennifer also uses her flex-ible work arrangements to travel to the office outside of peak hours.

Adjusting to a part-time workload was a chal-lenge for Jennifer as she had to re-evaluate what could be achieved in 0.6 of a week after having been a full-time worker. One of the advantages of Jennifer’s flexible work schedule is the extra time she has with her daughter and husband. After negotiating her hours with her supervisor, Jennifer now takes advantage of the flexible options available to her – and the ar-rangement suits both employer and employee.

Flexible work practice enables Jennifer a better ability to pursue a healthy lifestyle. She is a dedicated cyclist and part-time hours pro-vide more convenient periods to pursue these activities. It is a reciprocal arrangement for employer and employee as the PSC receives a full workday and Jennifer accomplishes her personal, family and healthy activities at reasonable times, without any feelings of guilt or extra stress. Studies have also shown that fitter, healthier employees are more productive at work and take fewer sick days.


Governance – operations

32

Shared services initiativeThe shared service initiative is a whole-of-government approach to corporate service delivery. Shared services are underpinned by standardising business processes, consoli-dating technology and pooling resources and expertise.

Under the shared service model, government agencies joined together to share corporate services and resources through shared service providers (SSPs). The SSPs service their existing customer agencies through operating level agreements. More information on the shared services initiative is available in the Department of Public Works Annual Report.

Risk managementThe PSC integrates risk management into its planning and everyday business operations. Risk to the organisa-tion and its program of work was assessed on an ongoing basis at meetings of the Executive Management Team.

Audit CommitteeIn 2008-09 Audit Committee functions were provided to the PSC through the Department of the Premier and Cabi-net’s Audit Committee.

Internal audit The Department of the Premier and Cabinet provided Internal Audit services to the PSC under a service level agreement.

Public Interest DisclosuresGuidelines for the Protection of Disclosures and the Inves-tigation of Public Interest Disclosures are available to all PSC staff on the Department of the Premier and Cabinet intranet. No public interest disclosures were received by the PSC in 2008-09.

List of legislationThe Public Service Commission administers the following three Acts:

Public Service Act 200• 8

Public Sector Ethics Act 199• 4

Whistleblowers Protection Act 199• 4.

Costs of boards and committeesThe PSC Board had expenses totalling $236,763.21 (GST exclusive) in 2008-09.

ConsultanciesThe PSC did not fund any consultancies in 2008-09.

Overseas travelThe PSC did not fund any overseas travel in 2008-09.

Grant recipientsThe PSC did not allocate any grants in 2008-09.

Complaints managementComplaints are managed in accordance with the Depart-ment of the Premier and Cabinet’s complaints manage-ment policy and procedures. The policy and procedures are available to all PSC officers on the Department of the Premer and Cabinet’s intranet.

Business systemsAnother integral part of providing quality service is being able to use, access and update data on appropriate data-bases and systems to assist in the delivery of our day-to-day business. The PSC’s systems are outlined below.

Aurion Employee Self-Service (ESS)

Staff use the ESS system to self-manage their personal records including viewing leave balances, applying for or approving leave and nominating for training courses. Employees are also able to access human resource infor-mation, forms, policies and procedures and other relevant information such as salary rates, through the Department of the Premier and Cabinet intranet site. Vacancies are advertised on the government’s Smart Jobs and Careers website.



Whole-of-government corporate support systems

The department purchases transactional processing ser-vices from the Shared Services Agency and therefore uses the whole-of-government systems of SAP for finance and Aurion for human resources.

The SAP financial system is used for all financial activi-ties including transaction processing, internal and exter-nal reporting and budget management. The system was implemented in November 2006 and since that time has been progressively updated.

Electronic document and records management system (TRIM)

This PSC utilises TRIM, an electronic document and re-cords management system. The system provides staff with the ability to effectively capture, store, search, retrieve and facilitate sentencing of records as well as managing versions of electronic responses.

Record keepingRecord keeping practices within the PSC support good corporate governance, the requirements of the Public Records Act 2002 and several Queensland Government Information Standards. In 2008-09 some of the achieve-ments that assisted progression towards compliance of IS40 were:

completed the implementation of TRIM, an electronic •document and records management system (eDRMS) solution in November 2008

provided training to existing and new PSC staff in •the use of TRIM

reviewed and updated the corporate file plan which •prepared users to standardise documents and records within shared network directories of the new eDRMS, and

completed a retention schedule for core business and •an updated schedule submitted to the Queensland Archivist for reviewing during 2009.

Freedom of Information The Freedom of Information Act 1992 provides the legisla-tive authority for implementation of FOI. Under the Act, members of the public can seek access to documents held by Ministers, state government departments, local authori-ties, most semi-government agencies and statutory bodies.

During 2008-09, the PSC received two applications for access to the PSC’s documents.

From 1 July 2009 new legislation will come into effect and the Freedom of Information Act 1992 will be repealed and replaced with the Right to Information Act 2009 and the Information Privacy Act 2009.

Hosting visits by overseas delegationsTwo delegations visited the PSC to discuss the PSC’s roles and responsibilities, executive recruitment, ethics and public sector reform. Visiting delegations were from China and Thailand.

Energy and waste managementGreenhouse gas emissions

The PSC is committed to supporting the Queensland Government’s Toward Q2 – Tomorrow’s Queensland target to cut Queensland’s greenhouse gas emissions by one third by 2020. This commitment includes implementation of the Government’s climate change and other environ-mental strategies such as the ClimateQ: toward a greener Queensland strategy.

Six gases have been identified under the Kyoto Protocol as the main greenhouse gas emissions that need to be re-duced. The gases are carbon dioxide, hydrofluorocarbons, methane, nitrous oxides, perfluorocarbons and sulphur hexafluoride. As part of standard emission measurement practices these gases are mainly reported as carbon diox-ide equivalent emissions (CO2-e).

The Queensland Government continues to develop and improve whole-of-government data collection processes and systems to standardise reporting of its greenhouse gas emissions. The basis for this reporting is consistent with acknowledged national and international standards, including the definitions outlined in the AS ISO 14064 standards and the Australian Government’s National Greenhouse Accounts Factors Workbook. These standards establish the following different categories of emissions that organisations (such as government agencies) need to consider, taking into account the particular organisation’s operational boundaries:

34

Scope 1 -• emissions that occur directly from sources which are owned or controlled by an organisation (eg. emissions from departmental vehicles, on-site diesel generators, gas boilers etc);

Scope 2 - emissions that occur indirectly due solely to an organisation’s consumption of electricity or steam or •heating/cooling (which has been generated by the burning of fuels such as coal, natural gas, etc at power stations or other facilities not controlled by the organisation); and

Scope 3 - emissions that occur indirectly due to actions of the organisation, but from sources which are not owned •or controlled by the organisation (ie. outside its operational boundary). Some common examples of these sources include employee business travel (in vehicles or aircraft not owned or controlled by the reporting organisation); employees commuting to and from work; out-sourced activities; and transportation of products, materials and waste. Note: inclusion of these emissions in any reporting needs to be based on the relevance to the operations of the organisation.

For the PSC the key greenhouse gas emissions are those that are linked to the following business activities:

vehicle usage •

electricity consumption•

air travel. •

It should be noted that comprehensive reporting of greenhouse gas emissions by agencies is sometimes limited due to the complexity of the operational boundaries of agencies within the public sector, especially in situations where internal government shared service providers are used.

While the best available data has been used, in some instances estimates have been reported due to the limitation of data collection systems. For example, in those government-owned office buildings where there are multiple government agency tenants and the electricity usage cannot be solely attributed to any one particular agency, the electricity usage by the tenanted agencies is proportioned based on the floor area they occupy.

The following table outlines the emissions relating to the PSC.

ActivityGreenhouse gas

emissions(tonnes of CO

2)

Explanatory Notes

Scope1Vehicleusage

QFleetvehicles• 44 1

Scope2Electricityconsumption

Purchaseddirectlyfromanelectricityretailer•Sourcedthroughathirdparty•

136

N/A

2a

2b

Scope3Airtravel

Domesticairtraveloncommercialairlines•14.7

3

Internationaltraveloncommercialairlines• N/A 3

HiredvehiclesAvis• 1.1 4



Notes:

1. The CO2-e emissions figure has been aggregated using National Greenhouse Emissions Reporting (NGER) guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquefied petroleum gas (LPG) and E10. Emissions shown are based on estimated kilometres travelled and available fuel consumption records.

2a. This figure is largely based on available actual build-ing electricity consumption records for the period 1 July 2008 to 30 June 2009. For these records, the emissions reported are limited to those linked to electricity purchased directly from an energy retailer for this agency’s own buildings and any space it leases. Incomplete electricity consumption records have been extrapolated where necessary.

All electricity consumption has been converted to carbon emissions using the Scope 2 conversion fac-tor of 0.89 kg CO2-e/kWh as currently recommended in the Australian Government’s National Greenhouse Accounts Factors Workbook.

2b. This figure is largely based on emissions associated with electricity use in leased spaces where electric-ity is not directly purchased by this agency from an energy retailer eg. the electricity costs form part of lease charges.

This figure includes estimated consumption (where specific details are not available) and actual electric-ity records received from government and private sector landlords. Incomplete electricity consumption records have been apportioned and/or extrapolated where necessary.

For example, in those major government office buildings owned by the Department of Public Works that do not have separate electricity sub-metering for tenants, the emissions associated with electric-ity consumption have been apportioned 45% to the landlord, and 55% to the tenants – in line with industry practice and historical benchmarking.

3. Air travel includes all flights recorded by the Queen-sland Government Chief Procurement Office (QGCPO) during the period 1 July 2008 to 30 June 2009, specifically:

(1) International air travel on all airlines; and

(2) Domestic air travel on all airlines.

For all air travel, with the exception noted at (b) below, the following methodology is used:

a) From data provided the QGCPO calculates the kilometres flown. The kilometre figure is divid-

ed by 100 and multiplied by an industry average number of litres of fuel burnt per passenger, per 100 km’s. A factor of 5 has been used for all air travel. The use of this method gives the average litres of fuel burnt for a flight, per passenger. This figure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the amount of CO2 tonnes produced by burning one tonne of aviation fuel; sourced from the International Civil Aviation Organisa-tion).

b) For domestic flights with Qantas, QantasLink, Jetstar and Virgin Blue for the period 01 July 2008 to 31 December 2008 the number of pas-sengers per sector was calculated. This informa-tion was then passed on to the respective airline for calculation of carbon emissions.

4. The hire car vehicle emissions are calculated by Avis Australia and show only emissions for Avis Australia vehicles booked under the Standing Offer Arrange-ment managed by the Queensland Government Chief Procurement Office.

In addition to a commitment to reducing greenhouse gas emissions, the PSC implemented the following initiatives to reduce energy consumption:

energy-efficient computer hardware•

limited power supply to computers at night•

timing systems for lights and air conditioning were •installed for after hours

encouraged use of multifunctional devises and •power saving functions

promoted use of energy efficient vehicles•

participated in Earth Hour, and•

encouraged staff to be more conscious of energy •consumption.

The PSC complies with the Department of the Pre-mier and Cabinet’s purchasing policies which require supply of energy efficient goods and refurbishments.

The PSC facilities are managed in accordance with the Department of the Premier and Cabinet’s Waste Management Plan which is inline with the require-ments of the Environmental Protection (Waste Management) Policy 2000. The plan addresses waste minimisation, recycling and waste disposal and specifies targets for consumption.

36

AM MemberoftheOrderofAustralia

AO OfficeroftheOrderofAustralia

ANZSOG AustraliaandNewZealandSchoolofGovernment

ATSI AboriginalandTorresStraitIslander

CES ChiefExecutiveService

CAA CorporateAdministrationAgency

CLF CapabilityandLeadershipFramework

EEO EqualityofEmploymentOpportunity

eDRMS Electronicdocumentandrecordsmanagementsystem

EMT ExecutiveManagementTeam

FOI FreedomofInformation

FTE Full-timeEquivalent

IIMWG InternalInformationManagementWorkingGroup

MOHRI MinimumObligatoryHumanResourceInformation

NESB Peoplefromanon-Englishspeakingbackground

NESB1 Peoplefromanon-Englishspeakingbackground,andwhohavemigratedtoAustraliaandwhosefirstlanguageisalanguageotherthanEnglish

NESB2 Peoplefromanon-Englishspeakingbackground,andwhoseparentsmigratedtoAustraliaandwhosefirstlanguageisalanguageotherthanEnglish

N/R Noresponse

NRA Norightofappeal

OPSC OfficeofthePublicServiceCommissioner

PSC PublicServiceCommission

PWD Peoplewithadisability

QCAT QueenslandCivilandAdministrativeTribunal

QPS QueenslandPublicService

QWIPS QueenslandWomeninPublicSector

RTI RighttoInformation

SDPC ServiceDeliveryandPerformanceCommission

SES SeniorExecutiveService

SSA SharedServiceAgency

SSP SharedServiceProvider

TAFE TechnicalandFurtherEducation

TheAct PublicServiceAct2008

TRIM Electronicdocumentandrecordsmanagementsystem

WACA WorkforceAnalysisandComparisonApplication

Glossary


Financial Statements

38


40


42


44


46


48


50


52


54


56


58


60


62


64


66


68

Queensland Public Service and sector-wide profile data


Definition of terms used

Appointment TypeEitherpermanent,temporaryorcasual(refertospecificdefinitionsforeachterm).

Average Age Meanageofallemployees.

Average Annual Earnings

Averageannualearningsarecalculatedonthesalaryandregularallowancespaidtoemployees.Averageannualearningsdonotincludeone-offorsporadicpaymentssuchastravellingallowances.InformationonearningsiscollectedasatJune2009andisextrapolatedovera12-monthperiod.

Casual Employment

Casualemployeesarenotpermanentemployeesandnormallyworklessthanfull-timehoursasprescribedbytheapplicableindustrialinstrument.Casualemploymentattractsthepaymentofaloading(asprescribedbytheapplicableindustrialinstrument)inlieuofsickandrecreationleave.

Casualemploymentischaracterisedbyitsadhocnaturewitheachengagementstandingalone.However,becauseofhistoricalfactorsthereareinstanceswhereemployeeshavebeenemployedascasualsonaregularandsystematicbasisoveralongperiodoftime.Thisisnormallynotwithinthestrictdefinitionofthetermandmanysuchemployeesshouldbeproperlyclassifiedastemporariesorpart-timers.

Thedifferencebetweencasualemploymentandtemporaryemploymentisthatcasualemploymentattractstheloadinginlieuofsickandrecreationleavewhereastemporariesaregenerallyentitledtosameentitlementsasfull-timeemployees.

Employment Status Eitherfull-time,part-time,casual(refertospecificdefinitionsforeachterm).

Full-timeAnemployeewhoworksfull-timehoursasspecifiedintheawardoragreementunderwhichtheemployeeisengaged.

Full-time Equivalent (FTE)Thehoursworkedbyseveralpart-timeorcasualemployees,addedtogether,mayberequiredtomakeonefull-timeequivalentemployee.

LocationStatisticalDivisionasdefinedbytheAustralianBureauofStatistics.Thisisbasedonthelocationofanemployee’sworkheadquarters.

Part-timeAnemployeewhoworkslessthanfull-timehoursandperformsthosedutiesonaregularbasis.

Permanent EmploymentAnemployeewhoisemployedonacontinuingbasistoperformongoingfunctions.

Temporary Employment

Temporaryemployeesareemployedforfixedtermengagementsofspecificperiodsoftime.Thecircumstancesforengagingtemporaryemployeesaremanyandincludespecificbudgetallocationforparticularprojects,replacingpermanentemployeeswhoareabsentfromtheirsubstantivepositionorassistancerequiredtomeetpeakworkloads.

Temporaryemployeesaregenerallyemployedonthesameconditionsaspermanentemployeesasprescribedbytheapplicableindustrialinstrument.


70

Senior Executive Service SES agency profile. As at 30 June 2009

Department/Agency SES11 SES2 SES3 SES4 CEO AgencyTotal

CommissionforChildren&YoungPeopleandChildGuardian 0 1 0 0 0 1

Communities 0 48 13 3 1 65

CommunitySafety 0 9 6 1 1 17

EducationandTraining 4 32 13 3 1 53

Employment,EconomicDevelopmentandInnovation 2 39 20 4 1 66

EnvironmentandResourceManagement 4 30 9 1 1 45

ForestryPlantationsQueenslandOffice 0 2 0 0 1 3

Health 0 12 4 2 1 19

HealthQualityandComplaintsCommission 0 2 0 0 0 2

Infrastructure&Planning 3 15 6 2 1 27

JusticeandAttorney-General 5 16 4 2 1 28

OfficeoftheQueenslandParliamentaryCounsel 0 4 4 0 0 8

Police 0 9 0 1 0 10

PremierandCabinet 0 14 7 3 1 25

PublicServiceCommission 0 4 2 0 1 7

PublicTrustOffice 0 4 0 0 0 4

PublicWorks 2 17 11 2 1 33

Qleave 0 1 0 0 0 1

QueenslandAuditOffice 0 6 1 0 0 7

QueenslandCollegeofTeachers 0 1 0 0 0 1

QueenslandStudiesAuthority 0 3 0 0 0 3

TranslinkTransitAuthority 0 1 0 0 0 1

TransportandMainRoads 8 25 17 3 1 54

Treasury 3 17 10 2 1 33

UrbanLandDevelopmentAuthority 0 3 0 0 0 3

Total 31 315 127 29 14 516

Note 1 The Public Service Act 2008 (the Act) provides for the phasing out of the SES1 level within the Senior Executive Service. No further roles will be established and no further appointments will be made to the SES1 level. However, the Act provides for those officers who are currently employed at the SES1 level to remain within the Senior Executive Service.



Agency profile – Section 122 contractsAs at 30 June 2009

Department/Agency

SalaryLevel

TOTALSubSO

Equiv

SOEquiv

SES2Equiv

SES3Equiv

SES4Equiv

CEOEquiv

Commission for Children and Young People & Child Guardian

- - 1 1 1 - 3

Communities 10 3 11 3 1 - 28

Community Safety 3 25 19 - - 1 48

Education and Training 90 10 50 5 1 1 157

Employment, Economic Development & Innovation 2 20 42 4 7 5 80

Environment and Resource Management - 2 2 1 - - 5

Forestry Plantations Queensland Office - 4 - 3 - 1 8

Health - - - 3 1 1 5

Health Quality and Complaints Commission - - 2 - - - 2

Infrastructure & Planning 1 - 2 - - 1 4

Justice & Attorney-General 3 27 11 7 1 1 50

Mental Heath Review Tribunal - 1 - - - - 1

Police - 1 - - - - 1

Premier & Cabinet - 5 7 4 1 - 17

Public Service Commission - 1 - - - - 1

Public Works 49 25 46 6 - 1 127

Queensland Audit Office 1 - - - 1 - 2

Queensland College of Teachers - - 1 - - - 1

QComp 3 3 3 1 - 1 11

Queensland Water Commission - - 5 - 2 1 8

Translink Transit Authority - 1 3 2 1 - 7

Transport and Main Roads - 1 15 5 - 1 22

Transport and Main Roads (Transport Infrastructure Capability Scheme)

1,424 89 - - - - 1,513

Treasury - - 9 - - 1 10

Urban Development Land Authority 3 - 3 - - - 6

TOTAL 1,589 218 232 45 17 16 2,117

72

Gender composition and vacanciesAs at 30 June 2009

Level

RolesFilled RolesVacant

TotalMales FemalesTotal

No. % No. % No. %

SO2 305 59% 209 41% 514 140 27% 654

SO1 529 62% 330 38% 859 194 23% 1,053

SES1 28 90% 3 10% 31 0 0% 31

SES2 181 69% 82 31% 263 52 20% 315

SES3 75 73% 28 27% 103 24 23% 127

SES4 16 73% 6 27% 22 7 32% 29

CEO 8 73% 3 27% 11 3 27% 14

Total 1,142 63% 661 37% 1,803 420 23% 2,223

Regional distribution of roles

As at 30 June 2009

LevelBrisbanenumbers Regionalnumbers

Total

Excludingvacancies

Brisbanenumbers RegionalnumbersTotal

No. % No. % No. % No. %

SO2 544 83% 110 17% 654 423 82% 91 18% 514

SO1 946 90% 107 10% 1,053 771 90% 88 10% 859

SES1 28 90% 3 10% 31 28 90% 3 10% 31

SES2 270 86% 45 14% 315 222 84% 41 16% 263

SES3 125 98% 2 2% 127 101 98% 2 2% 103

SES4 29 100% 0 0% 29 22 100% 0 0% 22

CEO 14 100% 0 0% 14 11 100% 0 0% 11

Total 1,956 88% 267 12% 2,223 1,578 88% 225 12% 1,803



Establishment – SES roles trend analysis

(Excluding Senior Officers)

Asat30Juneofeachyear SES1 SES2 SES3 SES4 CEO Total

1999-2000 97 290 111 19 24 541

2000-2001 82 288 102 23 25 520

2001-2002 71 285 105 18 25 504

2002-2003 62 289 107 19 25 502

2003-2004 59 276 111 16 24 486

2004-2005 54 291 118 16 25 504

2005-2006 52 301 126 17 26 522

2006-2007 44 307 129 21 25 526

2007-2008 38 319 128 29 25 539

2008-2009 31 315 127 29 14 516

Establishment – SES roles trend analysis

(Excluding vacancies)

Asat30Juneofeachyear

SES1 SES2 SES3 SES4 CEO Total

1999-2000 97 249 94 17 21 478

2000-2001 82 237 86 19 20 444

2001-2002 71 235 87 15 25 433

2002-2003 62 249 91 14 25 441

2003-2004 59 244 92 13 22 430

2004-2005 54 255 100 15 24 448

2005-2006 52 256 104 14 25 451

2006-2007 44 247 109 18 25 443

2007-2008 38 249 109 23 24 443

2008-2009 31 263 103 22 11 430

74

Public Service Appeals


Fair Treatment Appeals

Male Female Total

Unresolvedat30/6/08 4 7 11

Lodgedduringperiod01/07/08-30/06/09 60 43 103

Unresolvedatend30/6/09* 19 4 23

Finalisedduringperiod01/07/08-30/06/09 47 45 92

Allowed 1 2 3

Dismissed 11 11 22

Negotiated 2 6 8

Withdrawn 7 10 17

NoRightofAppeal 4 8 12

NoJurisdictiontohear 7 2 9

Tribunaldeclinestohear 15 6 21

* Total includes an appellant who lodged 5 appeals, one who lodged 3 and another who lodged 2.

Discipline Appeals

Male Female Total

Unresolvedat30/6/08 3 2 5

Lodgedduringperiod01/07/08-30/06/09 20 11 31

Unresolvedatend30/6/09 3 2 5

Finalisedduringperiod01/07/08-30/06/09 20 10 30

Allowed 5 5 10

Dismissed 7 3 10

Negotiated 1 0 1

Withdrawn 3 1 4

NoRightofAppeal 1 0 1

NoJurisdictiontohear 1 1 2

Tribunaldeclinestohear 1 0 1

Lasped 1 0 1

76

PromotionAppeals Finalisedbetween1July2008and30June2009

Agency

Appe

alab

le

2008

/200

9

Unr

esol

ved

30/0

6/20

08

Lodg

ed

2008

/200

9

Unr

esol

ved

30/0

6/09

Dec

line

toH

ear

Allo

wed

Dis

mis

sed

With

draw

n

NRA

Lasp

ed

CITEC 13

Commission for Children, Young People and Adult Guardian 23

Corporate Administration Agency 10

Corporate Services Agency 0 1

Corptech 40

Dept of Communities1 490 3 6 1 2 1 1 1

Dept of Community Safety2 206 7 2 2 2 1

Dept of Education and Training 984 9 2 1 1 6

Department of Employment, Economic Development and Innovation3 307 4 2 1 1

Dept of Environment and Resource Management4 431 1 6 1 1 3 3

Dept of Infrastructure and Planning5 130

Dept of Justice and Attorney-General6 466 3 1 2

Dept of Transport and Main Roads 832 4 2 2

Dept of Public Works7 269 1 1

Dept of the Premier & Cabinet 81

Electoral Commission of Queensland 2

Energy Ombudsman 5

Family Responsibilities Commission 3

Forestry Plantations Queensland 18

Office of the Coordinator-General 2

Office of Health Practitioner Registration Boards 5

Office of the Medical Board 12

Public Service Commission 3

Public Trust Office 27 1 1

Q-Comp 4

QFleet 7

QLeave 5 1 1

Queensland Audit Office 5

Queensland Art Gallery 9

Queensland Building Services Authority 35

Queensland College of Teachers 5

Queensland Govt Chief Information Office 2

Queensland Health 1522 1 25 4 1 2 3 6 10

Queensland Museum 6

Queensland Nursing Council 6

Queensland Police 265 6 1 1 4

Queensland State Archives 2

Queensland Studies Authority 14

Queensland Water Commission 7

Residential Tenancies Authority 19

SDS 1

Shared Service Agency 125 1 1

State Library of Queensland 5 1 1

Trade Queensland 17

Translink Transit Authority 23

Treasury Department 216

Urban Land Development Authority 4

Water Grid Manager 1

TOTAL 6664 6 75 13 6 3 16 13 28 0

Footnotes:1: Includes appealable appointments made under the former Dept of Child Safety, Disability Services Queensland, Dept of Housing2: Includes appealable appointments made under the former Department of Emergency Services and Queensland Corrective Services3: Includes appealable appointments made under the former Dept of Mines and Energy, Dept of Primary Industries & Fisheries, Dept of Tourism, Regional Development and Industry4: Includes appealable appointments made under the former Environmental Protection Agency and Department of Natural Resources and Water5: Includes appealable appointments made under the former Dept of Local Government, Planning, Sport and Recreation5: Includes appealable appointments made under the former Department of Employment and Industrial Relations7: Includes appealable appointments published under Dept of Public Works, Qbuild and Project Services

Promotion Appeals


Queensland Public Service workforce profile

78

This report presents a brief overview of the composition of the Queensland Public Service. The data provided by public service agencies is part of the Cabinet approved Minimum Obligatory Human Resource Information (MOHRI) process and is a snapshot of the workforce as at the June 2009 quarter.

Due to the substantial machinery-of-government changes in 2008-09, functions of certain departments have been trans-ferred to other departments and new departments have been established. As such, the data published in this report will only include information about agencies subsequent to these changes.

Agencies which have submitted data as part of the MOHRI process are:

DepartmentofCommunities•

DepartmentofCommunitySafety•

DepartmentofEducationandTraining•

DepartmentofEmployment,EconomicDevelopmentandInnovation•

DepartmentoftheEnvironmentandResourceManagement•

DepartmentofHealth•

DepartmentofInfrastructureandPlanning•

DepartmentofJusticeandAttorney-General•

DepartmentofPolice•

DepartmentofthePremierandCabinet•

DepartmentofPublicWorks•

DepartmentofTransportandMainRoads•

QueenslandTreasury•

Anti-DiscriminationCommission•

CommissionforChildrenandYoungPeopleandChildGuardian•

ElectoralCommissionQld•

ForestryPlantationsOfficeQld•

LegalAid•

Museum•

PublicServiceCommission•

PublicTrust•

QueenslandArtGallery•

QldAuditOffice•

QldWaterCommission•

SharedServiceProvider-Health•

SharedServiceProvider-EducationandTraining•

CorporateAdministrationAgency•

StateLibrary•

TransLinkTransitAuthority•

It needs to be emphasised that this is a brief summary of the Queensland Public Service workforce. For more detailed profiles, this report should be read in conjunction with other sources such as departmental annual reports.



Size of the Queensland Public Service

2009Q2

Actuals

Agency Female Male Total FTETotal

Anti-DiscriminationCommissionQld 30 7 37 35.15

CommforChildren&YoungPeople&ChildGuardian 364 95 459 365.18

Communities 7,445 2,820 10,265 9,596.76

CommunitySafety 3,515 7,279 10,794 10,458.58

Education&Training 61,774 19,299 81,073 63,662.99

ElectoralCommissionQld 41 30 71 56.46

Employment,EconomicDevelopment&Innovation 2,637 2,849 5,486 5,221.15

Environment&ResourceManagement 2,543 3,136 5,679 5,434.23

ForestryPlantationsQueenslandOffice 83 366 449 425.24

Health 53,392 17,360 70,752 58,996.45

Infrastructure&Planning 458 341 799 765.14

JusticeandAttorney-General 2,377 1,363 3,740 3,390.48

LegalAid 359 128 487 423.84

Museum 160 104 264 217.84

Police 5,297 8,992 14,289 13,894.43

PremierandCabinet 427 195 622 571.99

PublicServiceCommission 58 19 77 71.47

PublicTrust 334 184 518 502.74

PublicWorks 3,228 4,620 7,848 7,574.83

QldArtGallery 206 110 316 256.31

QldAuditOffice 106 130 236 229.15

QldWaterCommission 50 34 84 81

SSP4-Health 1,270 604 1,874 1,773.08

SSP5-Education 714 476 1,190 1,119.25

SSP7-CAA 61 74 135 120.67

StateLibrary 238 87 325 269.14

TransLinkTransitAuthority 118 112 230 224.12

Transport&MainRoads 5,232 5,472 10,704 8,853.52

Treasury 788 611 1,399 1,332.77

Total 153,305 76,897 230,202 195,923.96

2008Q2

Actuals

Female Male Total FTETotalQueenslandPublicService 146,610 74,230 220,840 187,972.75

Between June 2008 and June 2009, there has been an increase of 9,362 employees in the Queensland Public Service. This represents an increase of 4.24%. Over the same period, there was an increase of 7,951.21 full-time equivalents (FTEs), which represents an increase of 4.23%.

Explanatory Notes

Due to machinery-of-government changes during the financial year, it is not possible to compare departmental figures for June 2008 and June 2009.

80

General Notes

Employees on extended unpaid leave of greater than •eight weeks and employment agency staff have been excluded.

Full-time equivalents (FTEs) are calculated for the •five employment categories:

permanent full-time; –permanent part-time; –temporary full-time; –temporary part-time; –casual; and –contract. –

For other than full-time employees, FTEs will be less •than the “actual” number of employees, because, for example, several part-time or casual employees may be required to make one full-time equivalent

employee. The difference between FTEs and “actuals” is indicative of the proportions of part-time and full-time employees. For example, in agencies where no part-time casual staff are employed, Actual Totals will equal FTEs, whereas in agencies that employ some part-time and/or casual staff, Actual Totals will be greater than FTEs.

The figures stated in this report are subject to •revision and further validation by Departments and Agencies.

Employee numbers published by individual agencies •may vary from those in the table due to differing dates of data capture and definitional issues relating to employee status.

Government Owned Corporations are not included in •the collection of public service workforce data and therefore some large agencies such as QR are not included in the above table.



Queensland Public Service profile

Information contained in the following graphs is from MOHRI data for June 2009. The definitions following the graphs will assist in interpretation of the graphs.

Figure 1: Appointment type (FTE) by gender

0%

20%

40%

60%

80%

1 00%

37.37% 32.56% 28.69%

62.63% 67.44% 71 .31 %

Permanent Temporary Casual

0%

20%

40%

60%

80%

1 00%

42.83% 9.90% 28.69%

57.1 7% 90.1 0% 71 .31 %

Full-time Part-time Casual

Male

Female

Male

Female


Female 100,346.82 19,164.40 4,236.53

Male 59,876.45 9,252.86 1,704.06

Figure 2: Employment status (FTE) by gender

0%

20%

40%

60%

80%

1 00%

37.37% 32.56% 28.69%

62.63% 67.44% 71 .31 %


0%

20%

40%

60%

80%

1 00%

42.83% 9.90% 28.69%

57.1 7% 90.1 0% 71 .31 %

Full-time Part-time Casual

Male

Female

Male

Female

Full Time Part Time Casual

Female 88,963.64 30,959.03 4,236.53

Male 66,659.24 3,401.46 1,704.06

82

Figure 3: Annual earnings (FTE) by gender

0%

20%

40%

60%

80%

1 00%

19,999 –and Less

34.39%

65.61%

20,000 –29,999

52.32%

47.68%

30,000 –39,999

30.03%

69.97%

40,000 –49,999

26.42%

73.58%

50,000 –59,999

38.12%

61.88%

60,000 –69,999

35.79%

64.21%

70,000 –79,999

37.51%

62.49%

80,000 –89,999

50.24%

49.76%

90,000 –99,999

59.10%

40.90%

100,000and Over

69.54%

30.46%

$0

$1 0,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$62,331 $53,908 $55,753

$70,41 8 $63,285 $64,1 36

Male

Female


Male

Female

19,999 and Less

20,000 - 29,999

30,000 - 39,999

40,000 - 49,999

50,000 - 59,999

60,000 - 69,999

70,000 - 79,999

80,000 - 89,999

90,000 - 99,999

100,000 and Over

Female 56.23 153.45 2,571.70

Male 32.04 167.28 5,208.46

Figure 4: Average annual earnings (FTE) by appointment type and gender

0%

20%

40%

60%

80%

1 00%

19,999 –and Less

34.39%

65.61%

20,000 –29,999

52.32%

47.68%

30,000 –39,999

30.03%

69.97%

40,000 –49,999

26.42%

73.58%

50,000 –59,999

38.12%

61.88%

60,000 –69,999

35.79%

64.21%

70,000 –79,999

37.51%

62.49%

80,000 –89,999

50.24%

49.76%

90,000 –99,999

59.10%

40.90%

100,000and Over

69.54%

30.46%

$0

$1 0,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$62,331 $53,908 $55,753

$70,41 8 $63,285 $64,1 36

Male

Female


Male

Female



Figure 5: Age distribution (FTE) by gender

0

4 0 0 0

8 0 0 0

1 2 0 0 0

1 6 0 0 0

2 0 0 0 0

19 andless

808471

20 – 24

8,2363,122

25 – 29

14,6026,624

30 – 34

13,4687,981

35 – 39

15,48810,048

40 – 44

16,4879,688

45 – 49

18,74610,225

50 – 54

17,86910,327

55 – 59

11,8148,036

60 – 64

5,3374,000

65 andOver

1,2981,239

Male

Female

Notes

The average age of an employee in the Queensland Public Service is 43.03 years (42.62 years for a female and 43.86 years for a male).

The average age ranges from 45.64 years in the West Moreton Statistical Division to 39.76 years in the North West Statis-tical Division.

Figure 6: Full-time equivalent employees by statistical divisions

Brisbane,105,536.51

OutsideBrisbane,90,347.16

84

Outside Brisbane

Central West, 791 .82

Darling Downs, 1 0,1 02.67

Far North, 1 2,891 .00

F itzroy, 9,474.1 8

Gold Coast, 1 4,492.22Mackay, 5,564.07

North West, 2,01 1 .44

Northern, 1 1 ,050.1 8

South West, 1 ,755.87

Sunshine Coast, 9,1 75.21

West Moreton, 1 ,905.40

Wide Bay-Burnett, 1 1 ,1 33.1 0

Notes

Interstate/overseas employees excluded.



Equality of Employment Opportunity (EEO) Queensland public sector profile

86

Agencies which submitted June 2009 data which make up the following Qld Public Sector EEO tables:

Anti-Discrimination Commission Qld PortofBrisbaneCorporation

Cairns Ports Limited PortofTownsville

Commission for Children & Young People & Child Guardian Powerlink

CS Energy PublicServiceCommission

Department of Communities PublicTrustOffice

Department of Community Safety QldArtGallery

Department of Education & Training SSP QldAuditOffice

Department of Education and Training QldBuildingServicesAuthority

Department of Employment, Economic Development and Innovation QldInvestmentCorporation

Department of Health QldPerformingArtsTrust

Department of Health SSP QldStudiesAuthority

Department of Infrastructure and Planning QldTreasury

Department of Justice and Attorney-General QldWaterCommission

Department of Police Qleave

Department of Public Works QR

Department of the Environment and Resource Management ResidentialTenanciesAuthority

Department of the Premier and Cabinet SSP7-CorporateAdministrationAgency

Department of Transport and Main Roads StanwellCorporation

Electoral Commission Qld StateLibrary

Energex Sunwater

Ergon Energy TarongEnergyCorporation

Forestry Plantations Qld Office TourismQld

Gladstone Ports Corporation TransLinkTransitAuthority

Legal Aid WorkcoverQld

Museum

Notes:

1) Only agencies with 50 or more employees are required to supply EEO data

2) Due to rounding, the percent totals in the EEO tables may not add to 100%

3) As a result of rationalising the scope of the MOHRI collection, employees of the Mater Hospital who were previously included have now been excluded from the database. Published historical data up to March 2003 (which includes Health) will now vary.

4) N/R fields include employees who: * have been surveyed and have chosen not to respond; and * have not been surveyed



EEO summary

Item Number

Totalactiveoronpaidleaveemployees 259,725

Employeeswithaninvalidsexcode 0

Employeeswithvalidsexcodes 259,725

EmployeeswithmissingdatainallEEOgroups 51,922

EmployeeswitharesponseinatleastoneEEOgroup 207,803

ProportionofemployeeswitharesponseinatleastoneEEOgroup 80.0%

Proportionofemployeeswitharesponseinlanguagegroup 77.7%

ProportionofemployeeswitharesponseinATSIgroup 77.6%

ProportionofemployeeswitharesponseinPWDgroup 76.1%

88

EEO target groups (summary)

Item Female Male ESB NESB1 NESB2NESBN/R

IndigNon-Indig

IndigN/R

PWDNon-PWD

PWDN/R

Distribution 159,872 99,853 176,979 13,125 11,695 57,926 5,445 196,011 58,269 15,436 182,266 62,023

%Across 62 38 68 5 5 22 2 76 22 6 70 24

WithoutN/R 159,872 99,853 176,979 13,125 11,695 5,445 196,011 15,436 182,266

%Across 62 38 88 7 6 3 97 8 92

Female159,872

ESB,176,979

Male99,853

NESB N/R,57.926

NESB 2,11,695

NESB 1,13,125

Non-indig196,011

Non-PWD182,266

PWD,15,436

PWD N/R62,023

Indig, 5,445

Indig N/R58,269

Female159,872

ESB,176,979

Male99,853

NESB N/R,57.926

NESB 2,11,695

NESB 1,13,125

Non-indig196,011

Non-PWD182,266

PWD,15,436

PWD N/R62,023

Indig, 5,445

Indig N/R58,269

Female159,872

ESB,176,979

Male99,853

NESB N/R,57.926

NESB 2,11,695

NESB 1,13,125

Non-indig196,011

Non-PWD182,266

PWD,15,436

PWD N/R62,023

Indig, 5,445

Indig N/R58,269

Female159,872

ESB,176,979

Male99,853

NESB N/R,57.926

NESB 2,11,695

NESB 1,13,125

Non-indig196,011

Non-PWD182,266

PWD,15,436

PWD N/R62,023

Indig, 5,445

Indig N/R58,269

EEOTargetGroup: EEOTargetGroup:Indigenous

EEOTargetGroup:NonEnglishspeaking

background

EEOTargetGroup:Peoplewithadisability



EEO target groups by employment category


IndigNon-Indig

IndigN/R

PWDNon-PWD

PWDN/R

PermFT 79,442 77,592 115,336 7,605 7,145 26,948 3,311 126,456 27,267 10,467 116,605 29,962

PermPT 41,905 4,221 35,554 2,408 2,443 5,721 929 39,428 5,769 2,733 36,892 6,501

TempFT 14,361 10,243 11,409 1,786 1,047 10,362 562 13,676 10,366 936 13,102 10,566

TempPT 10,716 1,838 5,957 550 509 5,538 333 6,748 5,473 469 6,547 5,538

Casual 12,900 4,692 7,434 707 502 8,949 288 8,321 8,983 742 7,862 8,988

Contract 548 1,267 1,289 69 49 408 22 1,382 411 89 1,258 468

Total 159,872 99,853 176,979 13,125 11,695 57,926 5,445 196,011 58,269 15,436 182,266 62,023

EEO target groups by gender


IndigNon-Indig

IndigN/R

PWDNon-PWD

PWDN/R

Female 159,872 0 108,972 8,071 7,655 35,174 3,486 121,292 35,094 8,306 114,356 37,210

Male 0 99,853 68,007 5,054 4,040 22,752 1,959 74,719 23,175 7,130 67,910 24,813

Total 159,872 99,853 176,979 13,125 11,695 57,926 5,445 196,011 58,269 15,436 182,266 62,023

%Across 62 38 88 7 6 3 97 8 92

EEO target groups by salary


IndigNon-Indig

IndigN/R

PWDNon-PWD

PWD N/R

9.$95,104.00+ 3,916 9,187 9,043 870 579 2,611 108 10,341 2,654 634 9,678 2,791

8.$87,027.00-95,103.00

3,610 4,418 5,617 583 463 1,365 69 6,645 1,314 481 6,123 1,424

7.$77,606.00-87,026.00

7,944 7,324 11,218 807 804 2,439 179 12,698 2,391 959 11,651 2,658

6.$68,715.00-77,605.00

28,518 14,748 32,908 1,899 2,638 5,821 530 36,888 5,848 3,148 33,373 6,745

5.$61,154.00-68,714.00

23,694 11,446 25,224 2,197 1,763 5,956 568 28,603 5,969 1,886 26,646 6,608

4.$52,571.00-61,153.00

20,527 14,633 24,628 1,750 1,423 7,359 794 26,904 7,462 1,964 25,310 7,886

3.$44,264.00-52,570.00

29,496 17,864 29,780 1,911 1,613 14,056 1,063 31,956 14,341 2,583 29,922 14,855

2.$31,811.00-44,263.00

41,427 18,983 37,334 3,061 2,361 17,654 2,066 40,723 17,621 3,700 38,381 18,329

1.$0.00-31,810.00

740 1,250 1,227 47 51 665 68 1,253 669 81 1,182 727

Total 159,872 99,853 176,979 13,125 11,695 57,926 5,445 196,011 58,269 15,436 182,266 62,023

Public Service CommissionAnnual Report 2008–09www.psc.qld.gov.au

Documents

Annual Report 2008–09 - Queensland Parliament€¦ · Public Service Commission Annual Report 2008-09 1 30 October 2009 The Honourable Anna Bligh MP Premier and Minister for the