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Workforce and diversity plan 2012—2014

Executive summary

Workforce and diversity plan 2012-2014 - Executive summary 2

Enquiries:

Workforce and Diversity Planning Branch, Public Sector Commission Dumas House, 2 Havelock Street, West Perth 6005Locked Bag 3002, West Perth WA 6872Telephone: (08) 6552 8500 Fax: (08) 6552 8710Email: [email protected]: www.publicsector.wa.gov.au

© State of Western Australia 2012There is no objection to this publication being copied in whole or part, provided there is due acknowledgement of any material quoted or reproduced from the publication. Published by the Public Sector Commission (Western Australia), July 2012. Copies of this publication are available on the Public Sector Commission website at www.publicsector.wa.gov.au.

DisclaimerThe Western Australian Government is committed to quality service to its customers and makes every attempt to ensure accuracy, currency and reliability of the data contained in these documents. However, changes in circumstances after time of publication may impact the quality of this information. Confirmation of the information may be sought from originating bodies or departments providing the information.

AccessibilityCopies of this document are available in alternative formats upon request.


Contents

Leadership statement ........................................................................................................ 4

Workforce analysis ............................................................................................................. 5

Workforce profile .............................................................................................................. 7

Workforce strategies .......................................................................................................... 9

Strategy one ............................................................................................................. 9

Strategy two ........................................................................................................... 13

Strategy three ......................................................................................................... 16

Strategy four ........................................................................................................... 19

How we will monitor and evaluate our plan ...................................................................... 21


Leadership statement

A high quality workforce is central to the public sector’s ability to deliver services across Western Australia. To maintain high standards of service, the sector must plan, develop and lead its workforce through the internal and external challenges that arise. Accordingly, the Commission has identified workforce planning at a sector and agency level to meet current and future workforce needs as an essential aspect of planning for the future.

The Commission’s Workforce and diversity plan 2012-2014 has been developed to outline the strategies and initiatives required to attract and retain a capable, efficient and effective workforce with the capacity to deliver high quality services to the public sector, Government and Western Australian community. These initiatives ensure that people with the right skills and capabilities are recruited, and at the same time influence how our workforce is retained and developed into the future. Contained in this plan are the measures to gauge our progress and success.

Our divisions and support areas work together to bring leadership and expertise to the public sector to enhance integrity, effectiveness and efficiency. The plan supports the Commission’s Strategic Plan 2011-2014, ensuring we continue to achieve these objectives. It also builds on the achievements and experience of our previous Workforce Plan 2010-2012.

Diversity is an important element of an agency’s workforce. The Commission has integrated our diversity strategies and initiatives into the plan, and strong consideration of Section 145 of the Equal Opportunity Act 1984.

In addition, the plan directly aligns with the Strategic Directions for the Public Sector Workforce 2009-2014, which identifies the initiatives that the Commission and agencies will implement to build the capacity of the public sector and ensure successful delivery of services to the community.

In conjunction with our internal focus, the Commission works collaboratively with public sector agencies to develop innovative workforce initiatives to build public sector capacity. By helping agencies to build and maintain the public sector workforce, the Commission is helping to ensure that the Western Australian community receives high quality services into the future.

Each employee of the Commission should share responsibility and accountability for the implementation and success of the plan. I encourage all staff to keep in mind the workforce strategies and initiatives when carrying out their duties and managers to use the plan when planning future workforce activities, ensuring the Commission can achieve its goals and priorities to the highest standard.

I commend the plan to you and encourage you to take the time to read and familiarise yourself with it.

M C Wauchope PUBLIC SECTOR COMMISSIONER


Workforce analysis

Workforce overview and profile

The role of the Public Sector Commissioner was established in December 2010 as an independent statutory officer with responsibility for the management, administration and performance of the public sector.

December 2010 to June 2011 marked a period of change for the Commission, involving agency-wide restructures and payout of severances/redundancies. Since June 2011, a permanent structure has been finalised, which has enabled our divisions and support areas to work together to bring leadership and expertise to the public sector to enhance integrity, effectiveness and efficiency and meet our strategic priorities and initiatives.

The Commission supports the Commissioner to:

• provide leadership

• build capacity

• evaluate performance and recommend improvements

• drive reform

• advance the diversity and accountability agendas of the public sector.

This is achieved through our values:

• responsive and professional in our service delivery

• passionate about what we do

• forward thinking in our approach

• collaborative in our relationships.

The Commission is committed to building the capacity of the public sector by delivering a number of sector wide programs, initiatives and tools including:

• leadership programs for current and aspiring leaders across the WA public sector (For example, the national Public Sector Management program, Pathways to Leadership (L7-L9), Foundations of Leadership (L5-L6), Australian New Zealand School of Government (ANZSOG) programs and the leadership capability profiles)

• traineeship programs (For example, Government Traineeship Program, School-Based Traineeship Program and Aboriginal Traineeship Program)

• graduate programs (including the Graduate Future Leaders program)

• internship programs

• training and networking for human resource (HR) practitioners through the Foundations of Government HR program, HR Capability Framework, HR capability profiles, training and development opportunities and HR practitioners forums


• Public Administration Industry Working Group (which identifies and develops relevant vocational education and training workforce development solutions for the WA public sector)

• study assistance for staff wishing to undertake further study (including possible eligibility to receive a 10 per cent discount on course fees for a range of postgraduate and masters programs)

• information for training providers when creating courses for the public sector

• Accountable and Ethical Decision Making (AEDM) program.

As the Commission is solely based in the metropolitan area, specific regional considerations are not applicable for the Commission’s workforce. However, the Commission is committed to continuing to deliver regional based service delivery as part of our sector wide support focus. The Commission aims to continue to increase the capabilities of the public sector to have a workforce that understands and considers regional issues, which will be supported by the creation of a dedicated Commission Regional Consultant position within the Capability and Development Division (CDD).

In addition, as part of its commitment to ensuring regional employees have access to the Commission’s information sessions and products, the Commission has been and will continue to travel throughout regional WA as part of its regional workshop program. These initiatives and programs will be funded through Royalties for Regions monies (which equates to $2.4 million over a three financial year period, commencing 2012-2013).

Our Workforce

Currently the Commission has three divisions and two support areas that report directly to the Commissioner as per the following organisational structure:

In addition, we report to Parliament, work with government and the public sector and service the public interest.

Office of the Commissioner

Public Sector Commissioner

Capability and Development Division

Agency Support Division

Performance & Oversight Policy & Reform Workforce

Capability*

Public Sector Practice and Leadership

Accountability, Policy and Performance Division

Executive Services

Management & Practice

* Includes the Director of Equal Employment Opportunity

Strategic Corporate Support Unit


Workforce profile

Commentary

A snapshot of the Commission’s workforce was taken as at February 2012, which identified 163 total staff* (151 approved FTE) who are solely based in the metropolitan area. The environmental scan and analysis of the Commission’s raw workforce data from this time identified key trends and potential risk factors to the agency which were used in the consideration of workforce planning strategies. The following is a summary of the Commission’s workforce profile and risk factors identified for the Commission.

The Commission’s workforce profile• The Commission has a strong level of flexible working arrangements.

• Level 6 is the most highly represented classification level in the Commission.

• Females have a lower representation in the Commission compared to the WA public sector, however comprise a significantly higher proportion of the public sector workforce compared with the total WA workforce.

• Females are strongly represented in senior leadership positions (SES, Tier 2 and 3) as compared to the WA public sector and like public sector agencies.

• The attraction of Indigenous employees is not currently a significant issue for the Commission, but the retention of this diversity group is.

• The Commission’s equity index for women, Indigenous Australians and people from culturally diverse backgrounds has moved towards the ideal figure (of 100), contributable to the engagement of employees within these diversity groups across a wider classification distribution.

• Age dispersion seems to be well spread across all classification levels in the Commission.

• Youth are well represented in the Commission as compared to the WA public sector.

• Employees close to retirement age is not a current issue for the Commission.

Note: As the Commission is a relatively new agency, the three whole year data point is too low to establish workforce trends. However, these statistics can form part of the analysis for the Commission’s 2015 onwards workforce and diversity plan as there will be six data points to consider at this time, giving a better indication of the Commission’s workforce, increased forecasting and planning for future skill requirements.


Potential risk factors• The potential introduction of new external legislative, quality or compliance

requirements/business activities (including uncertainty if the Commission will assume responsibility for a function currently undertaken by the Crime and Corruption Commission) will impact on our future workforce planning and strategic focus.

• State elections may impact on the Commission’s business focus.

• Key positions with no current long-term and specific knowledge transfer strategies/succession management plans.

• Budgetary constraints implemented by the State Government over the next three financial periods will require the Commission to strongly consider its internal and external operating environment.

• Potential impact on staff and processing timeframes by not utilising the full functionality of business and information systems.

• Consideration of resources and workforce skill sets required to achieve an increase in indigenous retention.

• Attraction and retention of staff, in particular:

• JDFs which don’t clearly demonstrate specific business and operational requirements

• Job advertisements that aren’t targeted (including lack of reference to specific responsibilities and projects to be undertaken by the job in a six to 12 month period) nor fully outline the benefits of working at a central agency (and in the public sector).

A more detailed analysis can be found in Attachment 1 of this plan.

(*Headcount excluding staff seconded to other agencies but not paid by the Commission and staff on periods of leave without pay).


Workforce strategies

The Commission’s workforce strategies and initiatives have been directly aligned to the Strategic Directions for the Public Sector Workforce 2009-2014 (as indicated in each initiative), the Commission’s Strategic Plan 2011-2014 with strong consideration of the Commissioner’s Circular 2010-02 - Workforce Planning and Diversity in the Public Sector, Equal Opportunity Act 1984, Aboriginal Employment Strategy 2011-2015, Skilling WA, Director of Equal Opportunity in Public Employment – Annual Report 2011, Equal Employment Opportunity- How does your agency compare? report and Commissioner’s Circular 2011-03: Website Accessibility.

Key

• Initiatives: what can we do to bridge the gap between where we are and where we are heading?

• Responsibility: who is the responsible officer?

• Timing: when will it be done?

• Performance indicators/outcomes: How will we know we got there and what will success look like?

Strategy one

Review and implementation of recruitment and selection processes that support the attraction and retention of the right people, with the right capabilities and skills into the right jobs.

Initiative 1

Prior to advertising a vacant job, position titles and job description forms (JDFs) to be fully reviewed, including duty statements, competencies and capabilities, to ensure current business and operational requirements are clearly demonstrated and more quality candidates are attracted and retained. [SD 1.1, 6.2]

Responsibility

Strategic Corporate Support Unit (SCSU) in conjunction with the applicable manager.

Timing

Prior to advertisement.

Performance indicators/outcomes

JDFs accurately reflect the specific duties, competencies and capabilities required of the advertised position.

The Commission is attracting and retaining a high number of quality applicants.

http://www.publicsector.wa.gov.au/publications-resources/psc-publications/search/strategic directions

http://www.publicsector.wa.gov.au/sites/default/files/documents/2011-02_workforce_planning_and_diversity_1.pdf

http://www.publicsector.wa.gov.au/sites/default/files/documents/2011-02_workforce_planning_and_diversity_1.pdf

http://www.slp.wa.gov.au/pco/prod/FileStore.nsf/Documents/MRDocument:20592P/$FILE/EqualOpportunityAct1984_05-q0-00.pdf?OpenElement

http://www.publicsector.wa.gov.au/document/aboriginal-employment-strategy-2011-2015

http://www.dtwd.wa.gov.au/dtwd/detcms/navigation/workforce-development-plan/

http://www.publicsector.wa.gov.au/sites/default/files/documents/deope_annual_report_2011_final.pdf


http://www.publicsector.wa.gov.au/document/equal-employment-opportunity-how-does-your-agency-compare-report

http://www.publicsector.wa.gov.au/sites/default/files/documents/2011-03_website_accessibility_2.pdf


Initiative 2

i. When advertising a vacancy, the content of job advertisements is to be reviewed to ensure targeted and effective advertising including the clear articulation of job requirements (including specific responsibilities and projects to be undertaken by the job in a six to 12 month period) and benefits of working at a central agency (and in the public sector).

ii. SCSU will support managers in this process by developing an advertisement template. [SD 1.1, 1.3, 1.4, 1.6, 2.3]

Responsibility

i. SCSU in conjunction with the applicable manager.

ii. SCSU.

Timing

i. Review of job advertisements completed prior to advertisement.

ii. Advertising template to be developed by 31 July 2012.


Job advertisements are targeted and effective in outlining the responsibilities and projects to be undertaken in a defined period, resulting in a higher number of quality applicants with required skill sets applying for vacancies.

Initiative 3

Implementation of e-recruitment to improve an applicant’s initial lodgement process.

Responsibility

SCSU in conjunction with DPC HR.

Timing

By 30 June 2012.


The Commission’s recruitment application process is viewed favourably by applicants (to be measured by applicant feedback).


Initiative 4i. Utilisation of the full capability of the Candidate Management System (CMS) to

progress to an on-line e-request to advertise functionality and on-line commencement form for the recommended applicant to complete (with automatic flow-through to Alesco). This technology will not only increase business efficiency by stream-lining and simplifying internal processes, it will also enable the further training of staff in innovative recruitment and selection tools and techniques, including attraction and retention strategies, workforce planning, job design/JDF development and diversity considerations.

ii. In addition, the reporting capabilities of CMS will enable the ability to track recruitment statistics to identify and implement strategies and processes to stream-line and simplify recruitment timeframes (eliminating manual data collation and analysis). SCSU will provide this quarterly analysis to Corporate Executive (through the CEO dashboard report). [SD 1.1, 2.1, 3.1, 4.1, 6.3, 6.4]

Responsibilityi. SCSU in conjunction with Department of the Premier and Cabinet (DPC) HR to

implement the full capability of CMS.

Manager HR Strategy and Support at the Commission in conjunction with Manager, HR DPC to review the Service Level Agreement (SLA) between the Commission and DPC.

SCSU in conjunction with Manager, HR DPC will work together to improve the relationship with the DPC systems team.

ii. SCSU.Timingi. Subject to the technology currently being developed and length of time required to

customise the package to the Commission’s specifications.

ii. SLA to be reviewed by 30 June 2013.

iii. Quarterly analysis of recruitment timeframes and efficiency recommendations to Corporate Executive.

Performance indicators/outcomesThe Commission utilises the full capability of CMS.

A SLA that clearly outlines the data entry/quality assurance requirements of DPC HR.

Stronger relationship with the DPC systems team is developed.

Selection panels are using innovative and appropriate selection tools and techniques to attract and select quality applicants.

The increased reporting capabilities will enable greater analysis of recruitment timeframes (from advertising to appointment) enabling business efficiency improvements to be developed and initiated.


Initiative 5

Continual review of employment policy and practices to ensure they continue to be responsive and flexible and remove potential barriers to innovative recruitment and selection processes and diversity groups for the Commission and whole of the public sector. [SD 1.1, 6.1, 6.3, 6.4]

Responsibility

Assistant Director Public Sector Practice, CDD is responsible for ensuring analysis of issues from the assist line is undertaken and subsequent reporting to Corporate Executive.

Timing

On-going with quarterly reporting to Corporate Executive.


The Commission’s employment policies and processes are considered flexible and meeting the needs of the sector.

Managers and staff utilise the developed policies and processes effectively and appropriately, with autonomy.

Commentary

The Commission’s focus is on implementing public sector best practice by ensuring responsive and flexible recruitment policies, practices and strategies that position the agency (and also the public sector) to attract, identify and select individuals with the right skills, knowledge and abilities, ensuring a diverse workforce. In addition, the Commission will continue to implement reforms to policy and practice to develop the sector’s flexibility and responsiveness to recruitment.


Strategy two

Develop long-term and specific corporate knowledge transfer strategies/succession management plans for ‘unique’ and critical positions/duties and skill sets.

Initiative 1

i. Review of the Performance Development Plan (PDP) process to require Line Managers to consider these position/skill types on a regular basis and to ensure there is at least one other internal employee (other than the substantive occupant) that can undertake these positions.

ii. Line Manager’s to identify training and professional growth and development opportunities and implementation of appropriate knowledge transfer strategies/succession management plans if there is a lack of employees with the required knowledge/skills. [SD 2.4, 2.5, 2.6, 2.7, 3.2, 3.3, 3.7, 4.1]

Responsibility

i. SCSU.

ii. Line Managers, in conjunction with the appropriate Director, to conduct an initial review of their structures to identify ‘unique’ and critical positions/duties and skill sets and development of appropriate knowledge transfer strategies/succession management plans.

Timing

i. December 2012 for the PDP review.

ii. By December 2012 with subsequent half yearly reviews to be undertaken.


Development of appropriate knowledge transfer strategies/succession management plans to ensure there is more than one person who is able to undertake ‘unique’ and critical positions/duties and skill sets.

Maintaining business continuity when substantive occupants of these position (and/or skill set) types leave the agency.


Initiative 2

Identification of rotational/internal deployment opportunities for employees (particularly across divisions) through the PDP process and other appropriate mechanisms. [SD 2.4, 2.7, 3.2, 3.3, 3.7, 4.1]

Responsibility

Line Managers through the PDP process (and other appropriate mechanisms) and SCSU where appropriate.

Timing

In-line with PDP timeframes (being planning [within three months of commencement], mid-cycle and annual).


Increased rotational/internal deployment placements of employees.

Initiative 3

Greater emphasis on the development of employees within the Level 5 and 6 classification levels to enable smoother transition into higher level management positions through the PDP process. [SD 2.4, 2.7, 3.2, 3.3, 3.7, 4.1]

Responsibility

Initiative to be driven by SCSU with the support of Line Managers (through the PDP process).

Timing

December 2013.


Increased number of Level 5 and 6 employees who are successful in attaining permanent/temporary opportunities at a higher classification level.

Increase in staff retention rates.

Initiative 4

Mandatory completion of a PDP for existing employees by December 2012 and within three months of a new employee’s commencement. [SD 2.5, 2.7, 3.2, 4.1]

Responsibility

Line Managers (SCSU to monitor progress of PDP completion).

Timing

December 2012 for existing employees and within three months of a new employee’s commencement.


All staff have undertaken the mandatory PDP process by the timeframes outlined.


Initiative 5

Review inter-agency mobility processes and practices to assist employees’ professional development and ensure the continuance of a multidisciplinary workforce. [SD 2.4, 2.6, 2.7, 3.2, 3.7, 4.1]

Responsibility

SCSU.

Timing

On-going with quarterly reporting to Corporate Executive.


The Commission has a multidisciplinary workforce.

Commentary

The objective of this strategy is to identify ‘unique’ and critical positions/duties and skill sets against which succession and developmental strategies should be applied to ensure the Commission continues to operate effectively when substantive occupants of these positions and/or skill sets leave the agency. The identified initiatives will ensure retention of skills and knowledge and management of risks associated with the loss of corporate knowledge.

The Commission is committed to providing a range of different initiatives to offer greater engagement and developmental opportunities for our valued employees, not only supporting and strengthening capability development but also having a workforce, now and into the future, to deliver our business goals and priorities and high quality, effective and responsive services to the sector and WA community.


Strategy three

Improve on existing diversity strategies to attract and retain valued employees.

Initiative 1

The Commission has introduced a number of initiatives in alignment with the Aboriginal Employment Strategy 2011-2015, which has significantly increased the attraction of Indigenous employees (including an Aboriginal Traineeship Program). The Commission will continue to develop new attraction strategies and programs (and review existing initiatives) to ensure this upward trend continues for the life of this plan and into the future.

The Commission recognises the importance of developing and implementing retention strategies to support the attraction initiatives that are undertaken. The Commission will continue to develop new retention strategies and programs (and review existing initiatives) and provide a high level of advice and mentoring support through our recently created the Aboriginal Employment Unit (AEU) within CDD with the aim of increasing indigenous representation within the Commission.

The success (or otherwise) of these strategies will be reported on quarterly (through the CEO dashboard report to Corporate Executive). [SD 2.3, 2.5, 2.7, 3.3]

Responsibility

AEU (with the support of SCSU).

Attraction and retention strategies to be developed by Manager AEU in consultation with Director of Equal Opportunity in Public Employment (DEOPE) and Department of Indigenous Affairs (DIA).

Timing

On-going with quarterly reporting by AEU (for example, retention strategy update) and SCSU (for example, Indigenous retention rate analysis) to Corporate Executive.

Annual comparison of Indigenous retention rates as determined through the analysis of the State of the Sector report from one year to the next.


Demonstrated increase in the attraction and subsequent retention of Indigenous employees to the Commission which will contribute to a 3.2% level of representation by 2015 (as per the undertaking outlined in the DEOPE Annual Report 2011.

Stronger relationships with DEOPE and DIA are developed.





Initiative 2

Continue to develop and implement targeted initiatives and programs to build the internal and external capacity of the sector to increase the attraction and retention in diversity areas. [SD 1.2, 1.3, 2.3, 3.6]

Responsibility

CDD (with the support of SCSU).

Training initiatives and programs to be developed by Manager Workforce Capability Development, CDD, in consultation with and DEOPE, DIA and various educational institutes (for example, TAFE, universities).

Leadership initiatives and programs to be developed by Manager Public Sector Leadership, CDD in consultation with the leadership capability Working Group (in addition to internal consultation with Deputy Commissioner, CDD and Director Learning and Development, CDD)

Timing

On-going with quarterly reporting by CDD to Corporate Executive.


Continued development and implementation of targeted diversity initiatives and programs to the sector.

Increased attraction and retention of diversity areas (determined through the analysis of the State of the Sector report from one year to the next).

Stronger relationships with DEOPE, DIA, educational institutes and Leadership Capability Working Group are developed.

Initiative 3

Mandatory cultural awareness training for existing employees by December 2012 and within six months of a new employee’s commencement. [SD 2.2, 2.7]

Responsibility

SCSU.

Timing

December 2012 for existing employees and within three months of a new employee’s commencement.


All staff have received mandatory cultural awareness training within the timeframes outlined.


Initiative 4

Progression towards the web accessibility project to ensure that WA government web content can be accessed by as many people as possible, including persons with a disability, people living in remote locations and people using alternative technologies such as a mobile is achieved by December 2013 (as per Commissioner’s Circular 2011-03: Website Accessibility). [SD 2.2, 2.7]

Responsibility

Communications branch.

Timing

December 2013.


The Commission has an intra and inter net website that complies with Commissioner’s Circular 2011-03: Website Accessibility by December 2013.

Commentary

A diverse workforce is a critical part of an overall workplace planning model and the Commission is committed to increasing the profile of diversity groups both internally and across the public sector. As such, the Commission’s Equal Employment Opportunity (EEO) requirements have been integrated into the plan (which supports our existing diversity policies and procedures) to ensure compliance with Section 145(1) and 145(2) (a)–(h) of the Equal Opportunity Act 1984.

This workforce and diversity plan strategy identifies and sets specific initiatives to achieve actions over the next eighteen months, designed to promote and achieve diversity across the Commission and sector. By ensuring the diversity of the community within the Commission’s workforce and equipping our staff with the necessary knowledge and skills to work with a diverse community, our service and business is enhanced.





http://www.slp.wa.gov.au/pco/prod/FileStore.nsf/Documents/MRDocument:20592P/$FILE/EqualOpportunityAct1984_05-q0-00.pdf?OpenElement


Strategy four

Improve on existing health strategies to attract and retain valued employees.

Initiative 1

A minimum of 80% of the Commission’s current Directors and Managers to undertake a customised on-line Occupational Safety and Health training by 30 June 2012, and mandatory completion of this training for new Directors and Managers (undertaken as part of the initial induction process). [SD 2.2, 2.7]

Responsibility

SCSU.

Timing

By 30 June 2012 for current Directors and Managers, and mandatory completion of this training for new Directors and Managers (as part of initial induction process).


Development of a customised on-line Occupational Safety and Health (OHS) training by required internal timeframes.

Directors and Managers have received OSH training within the timeframes outlined.

Initiative 2

Mandatory completion of the 12 hour Mental Health First Aid course (recognised nationally) for all of the Commission’s HR practitioners (within SCSU) and an abridged version for Corporate Executive and Directors by December 2012. All other Line Managers and staff will be encouraged to attend this course. [SD 2.2, 2.7]

Responsibility

SCSU.

Timing

December 2012 for Corporate Executive and the Commission’s HR practitioners (within SCSU).


Required staff have received mental health training within the timeframes outlined.


Initiative 3

Annual review of the Commission’s health and well-being programs to ensure they achieved the proposed objectives and that they continue to cater to the needs of our employees. [SD 2.2, 2.3, 2.7]

Responsibility

SCSU.

Timing

Annual review (with reporting to Corporate Executive).


The Commission continues to have health and well-being programs that achieve proposed objectives.

Commentary

The Commission has a duty to provide employees with safe and healthy working conditions and is committed to ensuring the health, safety and welfare of its employees and any other people who may be affected by the Commission’s operations. The Commission provides support and advice to staff regarding safety, health and wellness and specific initiatives and outcomes have been included into the plan to ensure this continues to be achieved.


How we will monitor and evaluate our plan

The plan is intended to be a dynamic document and will be reviewed annually by SCSU (in liaison with Corporate Executive) and adjusted accordingly to reflect any changes to the Commission’s internal and external operating environment. This review will ensure the Commission has the workforce required to meet challenges ahead and meet our strategic priorities.

Full details of the monitor and evaluate process is available in the Workforce and diversity plan 2012-2014.