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Biosecurity Tasmania Department of Primary Industries, Parks, Water and Environment

Biosecurity Tasmania

Biosecurity Operations Branch Redesign

Version: 3 (06/01/2015)

Doc1:

DOCTITLE

Contents

1 Design Principles .................................................................................................... 3

2 Consultation ............................................................................................................ 4

3 Results ..................................................................................................................... 5

3.1 Position Titles ................................................................................................................. 5

3.1.1 Introduction ............................................................................................................. 5

3.1.2 Feedback and Discussion ....................................................................................... 5

3.2 Organisational Structure ................................................................................................. 6

3.2.1 Introduction ............................................................................................................. 6

3.2.2 Regional to State Organisation ............................................................................... 6

3.2.3 A Functional Structure ............................................................................................ 7

3.2.4 New Structure ....................................................................................................... 10

3.2.5 Administration and Logistics ................................................................................. 11

3.2.6 Program Coordination ........................................................................................... 12

3.2.7 Veterinary Officers ................................................................................................ 13

3.3 Planning and Data Management .................................................................................. 13

4 Other Issues ........................................................................................................... 14

5 Implementation ...................................................................................................... 14

6 Priorities for the future .......................................................................................... 15

7 Draft Statements of Duty ....................................................................................... 16

Attachment – Organisational Structure

Recommendations – Biosecurity Operations Branch Restructure 2

Version Control

Version Date Released Comments

0.1

0.2

Drafted as recommendations by Craig Elliot

Revision by Lloyd Klumpp following consideration of recommendations


Introduction

In May 2014, the Government formed Biosecurity Tasmania (BT) by merging the Invasive Species Branch of RMC Division of DPIPWE with the Biosecurity and Product Integrity Division. The formation of Biosecurity Tasmania is intended to provide a single organisation responsible for the management of Tasmania’s agricultural and environmental biosecurity. This document outlines the recommended organisational structure for the Biosecurity Operations Branch (BOB) after the creation of Biosecurity Tasmania (BT).

The inclusion of the Invasive Species Branch required some staff movements from that branch into a new Biosecurity Operations Branch (BOB) to fit with the Division’s approach of separate policy/legislation and operations branches.

Over the past 12 weeks, the new BOB has engaged in a discussion about the structure of the new Branch with consideration of its objectives, current workforce profile and budget. The new structure to be implemented takes into account that consultation plus the 'Design Principles', put forward as the parameters to generally direct the discussion, and addresses the deficit in the budget account for the Branch.

It is recognised that organisational design is more than just the structure as displayed in the organisational chart. The tangible elements, such as the organisational chart and position titles, are supported, and at times informed, by intangible elements such as leadership behaviours and workforce capabilities. The organisational design is also supported and informed by the organisational strategy, information management and other systems. This paper focuses on the organisational structure.

The strategic purpose of the transition is to create BOB with an organisational structure that not only provides the functions to deliver the services that the community and government needs but also to provide a structure to deliver the services that the government and community is willing to fund. This does require change in terms of how we operate, of what expectations exist of BT as well as how we are structured and able to respond to emerging and new priorities.

It is recognised that no organisational structure can be perfect and compromises are always made in developing an organisation such as BT. In the spirit of continuous, improvement the organisational arrangements will undergo continuing review to address any problems that might arise post-implementation.

1 Design Principles

During the development of the BPID/BT Strategic Plan a series of design principles were provided for the future of the Divisional organisational design. These have been adapted and applied to the process of designing BOB's organisational structure and include:

• Using multi-disciplinary teams based on geographical locations

• Staff, specialising in one or more fields, but working across programs when necessary

• Using a consistent 'position titling' framework

• Having an appropriate span of control for supervisors (i.e six to eight direct reports)

• Minimising duplication

• Ensuring barriers to information flows are removed; making information more accessible

• Ensuring flexibility to deal with priority or urgent tasks

• Ensuring clarity in responsibilities and roles

• Ensuring cross-Divisional responsibilities are managed and effective relationships exist with work units beyond BOB


• Managing succession planning with at least 'two deep' capabilities and a clear career path for staff

• Achieving consistency in administrative and reporting arrangements

• Ensuring specialisation in critical areas and access to advice to support operational staff

Linked to these design principles is the recognition that the Tasmanian State Service is undergoing a retraction in size. The BOB has a reduced budget, largely due to the cessation of the Fox Eradication Program and reductions in Australian Government funding to deliver border regulation activities under a Service Level Agreement. The proposed design acknowledges these parameters.

A final aspect affecting the design is the nature of the work the Branch will undertake. The biosecurity field is a diverse range of disciplines in itself and animal welfare and product integrity adds further diversity. It is unreasonable to expect a staff member to be operationally effective, and operating with a high level of technical proficiency, across all programs. It is proposed that staff can though operate effectively and with a reasonable level of technical efficiency across a number of programs if adequately supported.

Acknowledging the multi-disciplinary team aspect in the design principles, the organisational design must cater for staff operating outside of their traditional area of specialisation and ensure sufficient support is available through effective supervision and leadership, access to technical knowledge in the form of a colleague with expertise in the area, access to standard operating procedures or other information, and access to training and development opportunities. Staff will be given the opportunity to develop and maintain specialist skills at all levels.

2 Consultation

Multiple staff consultations occurred in the process of developing the new organisational design. An initial Discussion Paper was prepared outlining the current situation and intended outcomes as well as posing a number of suggestions for the organisational structure. This was released to the Biosecurity Operations Leadership team and, on the basis of feedback from that group on the contents, refined and used as the basis to lead three staff briefings at Moonah (28 October 2014), Prospect (29 October 2014) and Stony Rise (30 October 2014). During these briefings, the offer was made to all staff to discuss individual concerns or comments directly with the Director and the request made that all staff respond to an anonymous online survey that was released on 31 October 2014 and remained open for two weeks. Simultaneously, the Discussion Paper was provided to other Branch Managers for comments by non-BOB staff.

Across the Division, 131 staff made comment via the online survey tool. A small number (less than 10) made direct approaches to the Director with comments on the current organisational structure, leadership issues and possible impacts from changes, and issues and concerns if there are not changes, to the current structure.

The number of responses is greater than the BOB workforce. Some submissions were received by staff from other branches. Some staff contacted the Director and advised that they attempted to complete the online survey on more than one occasion but had difficulties due to poor network connections. For this reason, it is not possible to present the survey as a reliable set of data but it does provide an insight into the breadth of issues and opinions.


On the whole, the comments were positive about the change although recurring themes in terms of effectiveness of past management and communication and concern about the future appeared. There was also occasional instances where respondents did not feel the information provided was sufficient to enable them to comment or consider the options adequately. Occasionally this was a result of the staff member not recognising the information but in other cases it was the result of purposefully not providing information in the discussion paper to avoid influencing responses about, for example, strengths and weaknesses or a particular structure. It was also evident that there was differing perceptions about 'management' (or more accurately 'managers'). This was evident in some respondents describing the Principal Biosecurity Officer and Senior Biosecurity Officer positions as 'management' whilst it is intended that these positions are 'field leaders' active in field operations undertaking surveillance, community engagement and regulatory activities and not solely office-based.

3 Results

3.1 Position Titles

3.1.1 Introduction

The Discussion Paper suggested a standardised position titling framework based on the 'Biosecurity Officer' title. Staff were asked if a 'Biosecurity Officer' title was appropriate or if there was an alternative generic title they preferred. They were also asked if a 'specialised descriptor' (e.g. Biosecurity Officer (Invasive Species), Senior Biosecurity Officer (Plant)) was preferred and if any particular positions should not have one of the generic titles.

Currently there is a wide range of position titles that reflect the development of positions in separate work units over an extended period. There are inconsistencies in some titling and many reflect an approach that is not consistent and does not reflect contemporary practice or BT's objectives.

3.1.2 Feedback and Discussion

Staff feedback was generally positive and supportive of the change with over 65% in favour and 12% against. Some staff felt that the generic titles would cause confusion for the public whilst others indicated that it would remove the silos created by existing titles and reflect contemporary approaches to biosecurity.

Standard position titles

A standard position titling framework will be adopted for operational staff as:

• Band 8 - Director

• Band 7 - Section Manager/Program Coordinator

• Band 6 / Prof 2 - Principal Biosecurity Officer (PBO)

• Band 5 / Prof 1 - Senior Biosecurity Officer (SBO)

• Band 4 - Senior Biosecurity Inspector (SBI)

• Band 3 - Biosecurity Inspector (BI)

The position titles are included in the organisational chart provided in Attachment 1.


The BOB currently has a number of 'Program Specialist' positions at a Band 5 classification. The nature, and number, of those positions are discussed below. The positions are to be renamed as 'Senior Biosecurity Officer' within the operational teams. As indicated in the SoDs, these Band 5 positions would, in addition to having an operational and supervisory role, have responsibility for a portfolio or specialist task. This is described further below.

It is not planned to introduce 'specialised descriptors' as this may create silos or barriers to cross-program activities and may, when an officer is dealing with a member of the public outside of their 'specialisation', create confusion. It is important however to provide a directory for staff to easily access to identify staff with specific skills in that area. The Program Coordinator positions address this to a large extent but a staff directory indicating other skills will also be utilised on the internal directory.

Draft content for SoDs for these positions is provided at the end of this paper. Further consultation with staff is necessary to identify concerns with the content of the SoDs and arrange for the transition of staff to new positions.

3.2 Organisational Structure

3.2.1 Introduction

The Discussion Paper led with a suggestion that the organisational structure should be formed on the basis of a 'Senior Biosecurity Officer' leading a small multi-disciplinary team of three to five Biosecurity Officers with two to three teams then combined to form a 'Section' lead by a Principal Biosecurity Officer.

This concept leads to the formation of one Region with localised reporting lines instead of the current three Regions in place for the ex-QT and one part of the ex-ISB structures. A number of functions in AB&W, PI and parts of the ISB have operated on a state-wide management approach in the past.

3.2.2 Regional to State Organisation

There was a high degree of uncertainty or caution about the region-section-team concept with 45% 'unsure' about the appropriateness of the structure and 14% not supportive. It was clear that a large number of staff were uncertain about how this concept would translate into an organisational chart relevant to their position. There was however over 41% of responses in support of the proposal and the respective levels of support may, to some extent, indicate the management structures that staff currently operate in and are most familiar with. For every written comment in favour of the region-section-team structure, there appeared to nearly be a matching comment wanting to retain three regions or only move to a two region structure. Given the design principles, available resources and business needs, it was decided that a functional structure will be implemented. Some staff will be managed in ‘local’ teams and the majority of their work will be within reasonable proximity to their 'home' office. However, there will be the need from time to time for staff to operate state-wide and work in another area.


3.2.3 A Functional Structure

The Biosecurity Operations Branch will adopt a functional structure utilising multi-disciplinary teams. It will be expected that each team will, within reason, be able to support state-wide activities and engage in the delivery of a number of functions. The functions are explained in greater detail below. The new structure moves responsibility for functions away from individual officers and eliminates a number of issues evident in the past few months from redundancies in the system when specific staff were unavailable.

Function Purpose Proposed Delivery Method

Leadership and Management

To provide strategic direction and a governance structure to the Branch

A management group, comprising of the Director, the Manager Regulatory Operations, the Program Coordinators and the Senior Administration Officer will meet weekly to discuss upcoming activities and ensure effective coordination of activities.

There is a concerning theme in the feedback from staff in relation to leadership behaviours and a program to provide leaders with more effective skills is proposed. The organisational structure will provide a tighter span of control within teams

Border Biosecurity

To provide surveillance and inspection services to prevent pests, diseases and weeds from entering Tasmania (including registration and inspections at AQP's) as well as inspection and certification of exports

A stronger focus of risk identification and pathway analysis is proposed for activity in this area. The past efforts benefited from higher levels of funding under the AUSGOV SLA that enabled a more intensive all-encompassing approach. This new strategy will require improvements in the capability to collect data at the point of inspections and the analysis of that data to identify trends in activity (including timing as well as high-risk products or pathways) to direct resourcing decisions. Risk-based regulation is proposed as the model to be adopted across the board for program operations to achieve the most efficient and effective use of staffing in border activities. Resources will be devoted to identify high risk activities or periods once the analytical approach is developed. Biosecurity officers also undertake scheduled inspections. It is proposed to centralise the booking system, for 'client-driven' requests, by providing wider coverage of an enquiries telephone line with a single online calendar that assists local staff with daily tasking. The PBO (Planning) will be responsible for working with the REGOPS PBO's to identify upcoming workloads and ensure planned activities are designed to cater for expected 'client-driven' requests. Due to the history of the positions, a number of Program Specialist positions support border biosecurity activities. It is proposed to move general enquiries from a single position to local enquiries where a local staff member responds to the query. The organisation should not have difficulties in ensuring consistent and accurate advice is given by all staff. The Program Coordinator (Border Operations) will have responsibility for SOPs and guidance for staff on border biosecurity issues as well


Function Purpose Proposed Delivery Method as liaison with commercial ports operators and freight companies / importers. SBO positions within the centres will have responsibility for specific state wide portfolios such as AQP's, import standards as outlined below. The "Quarantine" Detector Dog program is well-recognised as an effective and visible surveillance technique. All dog teams, including the two ex-ISB teams, will combine as a single team under a Coordinator responsible for their management, training and validation. An increase to five full-time teams operating at the border is proposed as the deployment of detector dog teams is regarded as a more effective investment over officers working alone and attempting to detect QRM.

Post-border Surveillance and Auditing

To provide post-border surveillance for priority pests, diseases and weeds and undertaking auditing of premises or enterprises to detect non-compliance

The Program Coordinators will work with the PBO (Planning) to develop operational plans for surveillance activities developed by the Program Branches. The surveillance activities are proposed to be assessed on a prioritisation system with an emphasis on 'new and emerging' and high impact pests, diseases and weeds. The Program Coordinators will receive input on priorities, objectives and survey design from the Program Branches. The PBO (Planning) will work with the Manager REGOPS and PBOs to refine the rostering and scheduling system to coordinate those activities. PBOs and their SBOs will be responsible for daily tasking of staff.

Investigation and Enforcement

To undertake effective professional investigations and enforcement activities

The gaps in management of an Investigations Register and investigation guidelines will be addressed with the Manager REGOPS having lead responsibility. A Regulatory Policy is also proposed to provide greater clarity to staff on BT's objectives and development of Enforcement Decision-making Guidelines to ensure consistency and transparency in investigation outcomes. All PBO's, SBO's and BI's will be expected to undertake investigations and enforcement activities. The three REGOPS PBO's will each have a SBO (Investigations) within their teams to provide leadership to staff within their team. The PBO (Animal Welfare) will also have a lead role in investigating significant animal welfare incidents and developing staff skills in this area. The Program Coordinators and the program areas will need to provide responsible leadership and guidance in this area, both through advice in relation to specific incidents and through the development of SOPs, to support staff. There is a significant and high-risk gap in terms of BT's capability in this area and this risk will remain for a period whilst the SBO (INV) positions are refined and the incumbents' skills developed. Ideally, each of the SBO (INV) will have a specialty (e.g. AgVet Chemical use investigations).

Logistics and Administration

To provide effective support to the Branch's

The proposal is to achieve more effective integration of the ex-QT Logistics and Administration teams into a single team providing a service to the integrated



operational and governance activities

Branch. The new team will have a stronger focus on providing a statewide service re phone enquiries and work with the PBO (Planning) in the development of a system to manage those enquiries in a way that supports the REGOPS staff. The 'logistics' functions, for a range of activities including fleet management through to uniforms and stationary procurement, and administrative support for raising invoices and HR functions will continue.

Training To provide a strategic direction to the Branch's capability development and coordinate training and development activities

A new position, the Program Coordinator (Training and Emergency Preparedness) to cover capability development will be introduced. This will be a priority area with the planned Capability Audit delayed due to resourcing to develop and deliver the work diverted to the Blueberry Rust Response. This audit will be commenced in 2015 with the compilation of the required and desired competencies and the conduct of the data collection and subsequent analysis. The end product will be a Training and Development Plan that, in conjunction with individual staff PMR's, will direct training and development activities. Training will be through a number of methods including formal training by external and internal providers, exercises and project-based activities with more experienced staff as well as the Communities of Practice.

Emergency Preparedness

To develop BT's capability and preparedness to respond to emergencies

The Biosecurity Emergency Preparedness Program will be revisited and a greater focus placed on developing staff awareness and familiarity of EMR processes. The new BEPP will focus on developing three-deep (or more) capability in key IMT or specialised positions within an EMR. Just-In-Time training will support staff co-opted into non-functional leadership in an EMR. Capability will be developed through formal training focused on recently developed AQF competencies alongside a strong focus on exercises to address known gaps and to validate the currency of competencies and plans. A longer-term 'exercise program' will be developed to test capabilities and improve individual staff skills as well as engage with industry and other stakeholders. A second element to the BEPP will be the ongoing development and review of response plans with a focus on risks with a high likelihood and consequence.

Emergency Management Response

To plan and execute effective emergency management responses, including recovery operations, to biosecurity and other incidents

Emergency Management Responses (EMRs) will be conducted on an 'as needed' basis, in consultation with the relevant program, under a BIMS structure. It will be used for activities where BT is the lead agency, or contributing a 'significant' staff complement in support of another agency or Division, and includes biosecurity emergencies, large-scale animal welfare incidents, eradication projects, impact assessment and recovery operations to natural disasters or similar stimuli and significant investigations. The scale of the response will be dependent on the nature of the incident.



Communications / Public Information

To provide Division-wide support to ensure professional information is provided in relation to BT programs and activities

The Senior Communications Coordinator position (ex-ISB) is proposed to expand beyond its current scope with operational comms support delivered by the Communications Officer. The positions will be transferred to the Office of the General Manager to provide a Divisional approach to communications supported by staff within each branch.

The REGOPS PBO's will be expected to be a recognised presence within stakeholders in their area and developing relationships with local interest groups in the community, industry and government agencies.

The DIR and Mgr REGOOPS will also be expected to be available to assist the PBO's in that regard. All staff will be expected to be proactive in ensuring information on BT programs is available, either directly from them or, if the inquiry is not within their area of knowledge, ensuring information is relayed by an appropriate officer or provided in another format

3.2.4 New Structure

The new organisational structure allocates the significant proportion of staff, over 50 operational positions at various levels plus a Section Manager, to a Regulatory Operations Section (REGOPS). These staff will be responsible for actual delivery of program plans by undertaking border and post-border surveillance, inspection, auditing and public information activities. These staff will also be responsible for undertaking investigation and enforcement activities when non-compliance is detected and emergency response to new and emerging pests, diseases and weeds. Whilst staff within this Section will adopt an 'all-programs' approach it is expected that they will have or develop a specialisation in one or more programs and, dependent on their classification, they may be assigned a portfolio with which they have state-wide responsibilities. Staff in this Section will not be restricted to activities within a region which will be a change in operations for some staff. Within this Section, a Senior Biosecurity Officer (SBO) position will be created at the Band 5 classification. These staff will have a supervisory and field leadership role but also maintain responsibilities for oversight of a particular function. This is outlined further in section 3.2.6.

The Branch and Program Coordination Section is comprised of 19 positions and includes the Training and Emergency Preparedness Section, Biosecurity Program Coordinators and Administration.

The proposed structure is provided as an Attachment.

Key points relating to the structure are:

• Staff, whilst located at a particular centre and performing the majority of their work from that centre would operate on a state-wide basis as needed.

• The management process to enable this is heavily reliant on good program planning in order for BOB management to allocate portions of work to a PBI and, with the support of the planning function within Regulatory Operations, designate tasks to be completed by SBI's and their teams during a year.


• The span of control proposed is less than the maximum indicated in the 'Design Principles'. It is felt, on the basis of observations to date and the level of change and capability development to be undertaken over the next one to two years to implement the changes, that the span of control for most positions should be limited to less than six direct reports.

• It is in effect, a 'single region' approach, despite some regional reporting lines, and it is based on the premise that whilst staff will, for the majority of their duty, work within reasonable proximity to their 'home' office, there will be the need from time to time to support staff out of another office and work in another area.

• The structure provides for an agile workforce but acknowledges the realistic limitations of expecting to maintain specialist staff in all locations. Under a range of scenarios, this will enable the Manager REGOPS and planning team to identify an activity and allocate it to the relevant PBO to task an officer to attend. This is the proposed strategy for both 'planned' activity and during emergency responses.

• The structure provides for an operational team supported by a series of specialist support functions, some of which report directly to the Director and others combined in program coordination sections.

• The structure provides for the opportunity for “distributed leadership” whereby staff members are given responsibilities enabling professional and career development.

It delivers on the design principles, minimises management requirements whilst allowing effective supervision and reduces the risk of 'geographical silos'. The concern of some staff in relation to the loss of autonomy is acknowledged but the recruitment of effective leaders, in the form of PBO's, should provide appropriate levels of autonomy balanced with accountability. The structure enables for a degree of agility and addresses the silo issues. Operational teams will be formed with staff from separate disciplines. It provides a structure that provides a better opportunity for cross-pollination with staff from various specialisations assisting in the delivery of all programs.

The new structure will result in multi-disciplinary teams with officers coming from a range of backgrounds. Work is needed to develop the composition of teams within the Regulatory Operations Section. It is proposed that, once the PBI's and Section Manager are appointed, the PBI's lead the discussions with SBI's in relation to aligning staff to individual teams that ensures a cohesive team can form and staff from a range of disciplines are, where possible, working closely together to develop better understanding of the various activities and programs. Specialist Functions

3.2.5 Administration and Logistics

The option of a centralised administrative and program support team was included in the Discussion Paper. It has been observed that operational staff are, in some instances, 'office-bound' dealing with routine enquiries and arranging inspection bookings. Similarly, there is gaps or weaknesses in service to some areas (e.g. investigations) where a dedicated support officer would be beneficial. A centralised team to manage many of the back office functions may address those issues and ensure operational staff are engaged in operational 'on ground'' activities.

Feedback was generally supportive and indicated the need for consistency and standardisation with reduced duplication of activities. It was noted that there was a need for staff working in support of operational activity to understand 'the business' and potential difficulties in having that support remotely. Current administrative and logistics staff operate in two teams, with separate reporting arrangements, based in Moonah. Administrative and logistics functions will be combined into a single team. This team will be responsible for providing administrative systems to support HR, budget, asset (including fleet) management as well as initial contacts with the Branch.


3.2.6 Program Coordination

The scope of the Branch is broad and it is essential to have roles which provide a reference point for BOB staff and program areas for advice and guidance. For the operational staff the new Program Coordinator roles will act as points of advice on technical issues and ensure that guidance and procedural documents are well grounded in terms of being operationally feasible and correct in terms of statutory requirements and best practice. For the program areas, it ensures that they have a point of reference to discuss policy implementation and receive feedback on proposed policy and legislative developments. The positions also have a key role in the design of surveillance systems and reporting on activity to the program areas. The Gorrie Review identified the need for improved communication and integration of policy and operations staff in policy, legislation and procedures development and delivery of activities generally. Gorrie refers to the development of networks and communications protocols but it is suggested that identification of staff as Program Coordinators as key liaison and reference points will be a step towards more effective relationships and outputs.

There are four key Program Coordinator positions in the structure. They are for Training and Emergency Preparedness, Border Operations, Plant Biosecurity and a combined Animal Biosecurity and Product Integrity program. The AB&PI position would also have responsibility for a coordination position for Animal Welfare compliance and Food Safety auditing. A Coordinator (Border Biosecurity) position is proposed with responsibility for liaison with sea and airport operators and carriers. The Coordinator (Detector Dogs) is proposed to be continued and will be positioned within the REGOPS Section.

Considering the feedback from staff and the business needs of BOB, full-time positions will be implemented for:

• Market Access & Certification

• Invasive species (including liaison with local government)

• Animal welfare compliance

• Detector Dog management

• Apiary Biosecurity

The four SBO positions within the REGOPS Section will hold responsibilities for additional duties relating to specific portfolios, namely:

• Export Regulation: this will include liaison with AUSGOV Department of Agriculture trainers and assessors and coordination of assessment (in conjunction with OSPS officers)

• Import Regulation (two positions): this will include coordination of AQP’s registration and auditing in conjunction with the Program Coordinator (Plant Biosecurity)

• WHS: Coordination of the Divisional WHS Plan and support to staff on WHS risk and hazard identification and assessment procedures as well as reporting against the WHS Plan

The cessation of the ‘compliance leader’ position from BQSB has been carefully considered. It is proposed that the new structure has four SBO (Investigations) positions that provide direct support to the PBO’s to maintain service in this area. It is proposed to develop capability in each SBO (Investigations) within a specialist field (e.g. chemical use investigations). The development of an Investigations Register and Investigations Guidelines and a competency-based training package are critical activities that will address the gap created by the cessation of the Compliance Leader position. The PBO (Animal Welfare) will also have a key role in delivery of compliance and investigation activities within that area.


3.2.7 Veterinary Officers

The structure and roles of the existing Veterinary Officers was raised through feedback. Currently, the Veterinary Officers operate on a state-wide basis, with a focus on the area in proximity to their office location but supporting other areas if necessary. Continuing this approach would be expected to be more effective than disbanding the team and having Veterinary Officers located in individual teams within Regulatory Operations. Much of their work is “office bound” with a significant policy focus. The specialist nature of the roles suggests that placing them in multi-disciplinary teams would not be effective. In terms of maintaining support to operational staff dealing with animal biosecurity and welfare issues, the inclusion of the Program Coordinator (AB&PI) position identified above, plus the capacity provided by ex-Stock Officer (and similar) positions, is considered sufficient. The remaining positions are recommended to be aligned to the ABWB / Office of the CVO, consistent with the approach in Plant Biosecurity, and all policy and strategic surveillance activities becoming the responsibility of the ABW policy Branch. This does not prevent veterinary officers undertaking surveillance activities similar to the role of the entomologists in PBDB.

3.3 Planning and Data Management

BOB is responsible for an increasingly complex suite of activities, often client-driven and often as a 24 hour operation. Whilst there are peak periods of activity corresponding with seasonal export periods, there is an ongoing need to develop a coordinated planning function in terms of long-term planning as well as daily scheduling. This will become even more critical with multidisciplinary teams and limitations in the vehicle fleet.

It is recognised that effective and coordinated data collection and management is a current deficiency for the Division and there is a number of efforts planned or underway to address this deficiency. Data collection is absent in a number of areas or is collected in an ad hoc or isolated manner that prevents its effective sharing or analysis. With an intended strategy to introduce risk-based regulation to a greater extent, the need for operational data and need to substantially improve reporting the ability to more effectively manage data. Whilst there is a need for better coordination of the information management strategy of the Division, there is an obvious need for BOB positions focused on planning and data management.

A dedicated 'planning' function will be created within the Regulatory Operations Section to manage the translation of program plans into operational plans and to provide the necessary planning coordination structure for weekly and daily scheduling of activities, particularly in relation to responding to industry bookings and resource allocation for import and export inspection and certification. Discussion was had within the leadership team as to how this would operate with concerns that local knowledge is needed to understand the needs of industry. This is acknowledged but it is believed that development of a scheduling system, similar to what exists in the three 'QT areas' but operating at a state scale, coordinated by the PBO (Planning) with support from the Logistics and Administration team and working with the PBI's and local staff to identify resource availability and consider local needs, is feasible. Significantly more complex and high volume activities are being managed in this form by other organisations and local issues cannot be a barrier to this when operational resources are stretched. More effective coordination is needed considering the wider range of activities now being delivered as there is a risk that high priority activities are missed by virtue of the existing system and its existing focus on 'client call for service' overriding some strategic activities.

To achieve these changes in approach, the planning team will be established with:

• A PBO (Planning) to lead the planning function and undertake higher level planning activities to translate the program plans into operational plans and maintain reporting systems and to work with other PBO's to ensure daily scheduling is effective.


• A SBI (Data Management) to maintain reporting and data management systems (in coordination with the owning business units), including support systems such as the TAPdb, the ISdb, QTrack and integration with other systems.

4 Other Issues

The survey tool included an area where staff could raise additional issues or concerns.

Understandably, with the current public commentary, the concern about budget and staff numbers as well as the need to ''cover all bases' and the risks of limited experts and specialists, there were also concerns expressed about the lack of clarity of priorities and what activities take precedence. As the organisation continues to face increased pressure from external factors, including reductions in budget allocations, increased volume and nature of biosecurity risks and increased community expectations, this clarity becomes even more critical to ensure staff are supported and receive adequate guidance. The Division has made some progress in the development of a program planning and management framework and program. The Division will make the delivery of program plans, that can be resourced and have clear statements about activities and performance targets, a priority to avoid operational failure by critical activities not being delivered due to insufficient capacity or a lower priority activity taking precedence. The need for detailed Program Plans with ''SMARTT" objectives is critical and the delays present a significant organisational risk as the restructuring occurs and staff are accepting WRIPs or otherwise retiring or resigning from the department.

Ensuring appropriate and effective training opportunities was identified as a critical issue for many staff. This issue was identified as an issue during the Gorrie Review with an emphasis made in that review on the need for targeted training in understanding and applying legislation, investigations, good administrative decision-making, and communication skills. Assessing capability and skills gaps and, equally importantly, addressing those gaps, is a key part of the Transition Plan and must remain a priority over the longer-term.

A concern was raised that removal of the old Program Coordinator positions from Operations potentially restricted those staff from progression to the Principal Biosecurity Officer positions in the future. It is proposed to introduce merit selection for relieving opportunities under an EOI process as a practice for the Branch for any relieving opportunities greater than a week to ensure equity and opportunities for all staff and maintain good cross-team interaction and awareness.

It is intended that all staff in 'leadership' positions will undertake a targeted 'leadership behaviours' program demonstrated to be more effective than 'off the shelf' training that many staff have previously undertaken. As part of this, techniques to achieve more effective selection outcomes and improved induction, performance and goal setting and general leadership behaviours will be an emphasis.

5 Implementation

These changes will be significant for a number of staff. Some will enter positions where they will be responsible for leading staff for the first time in their careers; others will be exposed to a wider range of activities and staff than what their duties have previously involved and there is some distinct cultural differences being exposed. A number of delays have been caused by HR processes, leave, the busy export, 'weed and rabbit management' and tourist period and BBR emergency response. For this reason, and given the need for further preparation and possibly selection processes to occur, a 'go live' date is proposed for mid-February. On this date, staff will move into their new positions and teams.


Statements of Duties

In the lead up to this a range of preparation activities need to occur. The SoDs of operational staff to be translated to the proposed SBO, SBI, SBI (Investigations), BI, and BSO SoDs are to be finalised including formatting into the appropriate template with the standard 'selection criteria'. The SoDs will be the focus of further consultation with affected staff. It is recommended that the consultation is run via an online survey given the staff numbers and the volume of activity making face-to-face meetings more difficult.

Targeted Negotiated Voluntary Redundancies (TNVR)

Prior to any selection processes, all BT staff will be given the opportunity to express interest in receiving a TNVR. Applications will be assessed with due consideration to the new Divisional structure and business needs.

Matched positions

Some staff are either operating in almost identical positions or have been identified as possessing all required skills to undertake the roles and no other staff member has been identified as operating in the relevant area. Further consultation with those staff is needed to confirm their willingness to accept the new position, discuss the proposed SoD and confirm that they are not intending to express interest in another position.

Selection processes

Selection processes will occur in accordance with “The Managing Positions in the State Service (MPSS)” policies available on the SSMO website.

Given the generic nature of the open Band 3 and 4 positions and the business needs regarding location, three closed merit processes will be conducted for each level; for positions at Devonport, Launceston and Hobart.

For Band 5 and 6 open positions, informal Expressions of Interest will be called for. Staff will be given the opportunity to nominate their preferred unmatched position at level. If direct appointment is possible, this will occur. In the event of more than one officer expressing interest in a position, a closed merit selection process will occur.

In the event of no staff indicating interest 'at level', the position will be opened to wider selection processes.

6 Priorities for the future

A number of staff, particularly at the Band 4 level, will enter supervisory positions for the first time. All BOB staff in a leadership position, nominally all staff at Band 4 and above, will undertake a targeted training program in leadership behaviours, effective goal-setting and management and communication and delegation. Approximately 30 staff are identified in the proposed organisational structure as being in positions where this training is applicable and the allocation of funds to this effort is seen as a good investment.

Program planning to adapt the services provided by BT and the workload imposed upon staff will be a critical focus of the Program Managers leading up to the new financial year.

The review of the Division’s administrative arrangements will be progressed immediately the restructure of BOB has been completed.

DOCTITLE

7 Draft Statements of Duty

Content for Statements of Duty

Biosecurity Inspector (Band 3)

Position objectives: To work as a member of a team to ensure program plans and responses are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Duties

• Undertake and report on biosecurity surveillance, control and eradication activities in accordance with the requirements of program plans, policies, legislation and standard operating procedures

• Undertake and report on regulatory activities, including investigation of suspected non-compliance and conduct of enforcement activities, under State and Commonwealth legislation administered by Biosecurity Tasmania

• Assist in the delivery of biosecurity and animal welfare emergency responses • Investigate biosecurity, animal welfare and product integrity incidents to assist in the

identification and analysis and response to causal factors to manage the incident and its possible impacts and to minimise the risks of repeated incidents.

• Effectively engage with stakeholders to provide timely and accurate advice on relevant biosecurity, animal welfare and product integrity legislation, policies and practices.

• Provide input into the development of policies, standard operating procedures and plans to deliver on program objectives

• Ensure a high standard of data collection and record keeping during operational activities

• Other duties as required

Specific SC Sound knowledge, or ability to rapidly acquire sound knowledge, of biosecurity, animal welfare or product integrity management practices and legislation and ability to exercise statutory powers

Senior Biosecurity Inspector (Band 4)

Position objective: To lead a small team of officers to ensure program plans and responses are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Duties

• Lead and coordinate a small team to undertake and report on biosecurity surveillance, control and eradication activities in accordance with the requirements of program plans, policies, legislation and standard operating procedures

• Undertake regulatory activities, including investigation of suspected non-compliance and conduct of enforcement activities, under State and Commonwealth legislation administered by Biosecurity Tasmania


• Assist in the planning and coordination of staff and resources during the delivery of biosecurity and animal welfare emergency responses and lead local emergency response activities

• Investigate and review reports on biosecurity, animal welfare and product integrity incidents and assist in the identification, analysis and response to causal factors to manage the incident and to minimise the risks of repeated incidents.


• Support other operational teams to effectively deliver operational outcomes, identify and resolve problems and contribute to the development and implementation of best practice in operations

• Provide and review advice to Branch management on technical and operational issues. • Provide input into the development of policies, standard operating procedures and plans

to deliver on program objectives • Ensure high standards of data management and record keeping is maintained during

operational activities • Other duties as required

•Specific SC

• Demonstrated experience in coordinating and conducting biosecurity, animal welfare and/or product integrity surveillance, regulatory and extension activities across the biosecurity continuum

• Demonstrated knowledge, or ability to rapidly acquire sound knowledge, of biosecurity, animal welfare or product integrity management practices and legislation including the demonstrated ability to interpret and apply legislation in a regulatory environment

Desirable qualifications in one or more of the following areas: biosecurity or agricultural science, government investigations, biosecurity emergency management

Senior Biosecurity Inspector (Investigations) (Band 4)

Position objective: To lead a small team of officers to ensure program plans and responses are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Duties







• Provide and review advice to Branch management on technical and operational issues.


• Provide input into the development of policies, standard operating procedures and plans to deliver on program objectives

• Ensure high standards of data management and record keeping is maintained during operational activities


•Specific SC




Senior Biosecurity Officer (Product Integrity) (Band 4)

To be developed from existing SoDs in food safety program

Senior Biosecurity Officer (Data Management) (Band 4)

Objectives: To develop and maintain effective data management systems to support operational decision-making and reporting on activities Duties:

• Identify current and emerging information needs and data collection methods to ensure the effective and efficient collection, storage and reporting of operational data

• Develop and maintain systems to ensure the effective, efficient and timely collection, collation and reporting of data on operational activity

• Compile and review reports on operational data to support decision-making and resource allocation activities

• Provide planning, data management or other support to EMR situations • other duties as required

Selection criteria

• Experience in the development and maintenance of information systems to collect, store and report on activity and spatial data in operational settings

Senior Biosecurity Officer (Band 5)

Position objective: To lead a small team of officers to ensure program plans and responses are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Lead small projects or portfolios to develop organisational capacity in specific areas Duties








• Lead a portfolio of work or projects to develop organisational capacity or capability • Provide and review advice to Branch management on technical and operational issues. • Provide input into the development of policies, standard operating procedures and plans

to deliver on program objectives • Ensure high standards of data management and record keeping is maintained during

operational activities • Other duties as required

Specific SC




Senior Biosecurity Officer (Market Access and Certification) (Band 5)

Position Objectives: To support the delivery of program plans relating to market access and certification activities through the development of operational plans, advice to staff and external stakeholders, and monitoring and review of operational data to identify and address emerging issues. Duties:

• Develop operational plans, in consultation with operational leaders and policy staff, and support planning activities to deliver program plans to maintain access to domestic and international markets including registration and auditing of approved premises or other approved arrangements

• Monitor, review and report on activity to deliver those plans including undertaking quality assurance reviews of, and participating in, operational activity relating to the programs

• Undertake environmental scanning, including analysis of operational data, to identify emerging issues or trends that present risks to program outcomes and lead the development of responses to prevent or mitigate those risks


• Liaise with Australian and interstate government biosecurity agencies in relation to the development of certification standards, including the resolution of non-compliance with those standards.

• Liaise with BT policy and operational staff to coordinate or lead the development of policies and standard operating procedures to provide guidance to staff on operational activities and interpretation and application of legislation and policy

• Assist in the delivery of emergency management responses and preparedness activities

Specific Selection Criteria:

• High level knowledge of biosecurity issues relating to the import and export of biosecurity risk material and demonstrated experience in the development and delivery of operational plans, operational procedures and management of projects

• Demonstrated experience in the interpretation and application of State and Commonwealth legislation administered by Biosecurity Tasmania including the delivery of regulatory activities and provision of advice and training to stakeholders

Principal Biosecurity Officer (Band 6 / Professional 2)

Position objective: Lead a multi-disciplinary team of officers to ensure program plans and responses are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Duties:

• Lead and manage a multi-disciplinary work group or project teams to undertake biosecurity surveillance, control and eradication activities in accordance with the requirements of program plans, policies, legislation and standard operating procedures

• Supervise and, as necessary, undertake regulatory activities, including investigation of suspected non-compliance and conduct of enforcement activities, under State and Commonwealth legislation administered by Biosecurity Tasmania

• Investigate and review reports on biosecurity, animal welfare and product integrity incidents to identify, analyse and report on causal factors and identify and execute appropriate response actions to manage the incident and possible impacts and to minimise the risks of repeated incidents

• Develop and maintain effective relationships, networks and partnerships with stakeholders, including government, community and industry leaders, and represent BT at public forums to achieve best practice biosecurity, animal welfare and product integrity outcomes.

• Coordinate delivery of biosecurity and animal welfare emergency responses • Work across Biosecurity Tasmania programs and geographical areas to deliver projects

and services, including assisting with policy development and problem definition and solutions development and identifying and addressing training and development needs of staff.

• Prepare and review advice to Branch and Divisional management on technical and operational issues.

• Assist in the development of policies, standard operating procedures and plans to deliver on program objectives and operational needs

• other duties as required

Specific SC:

• Demonstrated experience in coordinating and leading teams to deliver biosecurity, animal welfare and/or product integrity surveillance, regulatory and extension activities


across the biosecurity continuum including managing functions within biosecurity emergency response or similar situations

• Demonstrated knowledge of, and proficiency in applying, biosecurity, animal welfare or product integrity management practices and legislation including demonstrated effective skills in leading staff in a regulatory environment

Desirable: qualifications in one of more of the following areas - agricultural or natural sciences, government investigations, biosecurity emergency management Note - intention is to move these positions over time to 'Professional' stream requiring Bachelor degree level qualifications relevant in biosecurity, natural sciences or agriculture

Principal Biosecurity Officer (Planning) (Band 6)

Objectives: To develop effective and efficient plans and systems to ensure resourcing, scheduling and reporting of activities is achieved to meet operational and program needs Duties:

• Lead and coordinate planning activities to... o Identify resourcing needs to deliver operational activities and develop resource

plans and rosters to support delivery of operational activity o Maintain effective situational awareness of routine and emerging issues to

identify resourcing conflicts or gaps o Develop and maintain systems to ensure the effective, efficient and timely

collection, collation and reporting of data on operational activity • Liaise with branch and divisional managers and leaders to ensure effective planning and

identification of priorities • Review and analyse the data needs of the Branch and programs and ensure that

systems for the collection and reporting of data are able and available to support decision-making

• Compile, review and analyse reports on operational data to support decision-making and resource allocation activities

• Provide planning or other support to EMR situations • other duties as required

Selection criteria

• High level experience in developing operational plans, including assessment of resourcing needs and management of competing priorities, to deliver biosecurity operational activity, including emergency management responses and planned surveillance and regulatory activities


Principal Biosecurity Officer (Animal Welfare) (Band 6)

Position Objectives: To undertake activities, including investigation of non-compliance and animal welfare incidents, to ensure the maintainance of high standards of animal welfare Duties:

• Coordinate and lead industry audits to ensure compliance with animal welfare legislation and standards

• Investigate and report on suspected non-compliance with animal welfare legislation and standards leading to appropriate enforcement and corrective action in accordance with legislation and departmental policy

• Provide advice, guidance and training to operational staff undertaking regulatory activities relating to animal welfare legislation and standards

• Identify and assess emerging trends or risks in relation to animal welfare standards and work with other operational and policy staff to develop appropriate risk-based responses to prevent or mitigate those risks

• Assist in the delivery of emergency management responses, particularly in relation to the management of animal welfare issues in those incidents



• Demonstrated high level knowledge of legislation and standards relating to animal welfare in Tasmania including the ability to interpret and apply legislation and conduct investigations of suspected non-compliance

• Sound knowledge of best practice animal husbandry and management practices, preferably within a rural or agricultural production context

Desirable qualifications:

• Certificate IV in Government (Investigations)

Principal Biosecurity Officer (Invasive Species) (Professional 2)

Position Objectives: To ensure the delivery of program plans relating to invasive animals and weeds through the development of operational plans, advice to staff and external stakeholders, and monitoring and review of operational data to identify emerging issues Duties:

• Lead development of operational plans, in consultation with operational leaders and policy staff, to deliver program plans

• Monitor, review and report on activity to deliver those plans including ensuring systems to achieve high standards of performance are achieved

• Undertake environmental scanning, including analysis of operational data, to identify emerging issues or trends that present risks to program outcomes and lead the development of risk-based responses to prevent or mitigate those risks


• Deliver training to staff in relation to operational activity, policy and legislation relating to invasive species


• Liaise with external stakeholders, including local governments, to raise awareness of invasive species and their responsibilities and best practice in this area



• Demonstrated high level knowledge and experience, with an emphasis on risk identification, analysis and management, in invasive species management

• High level knowledge of biosecurity and other legislation administered by Biosecurity Tasmania

Mandatory qualification in science or agriculture relating to invasive species Manager, Regulatory Operations (Band 7) Position objective: to provide effective leadership to operational teams and senior staff and to ensure program plans are successfully implemented to identify, prevent and respond to biosecurity risks and maintain high standards of animal welfare and product integrity in Tasmania. Duties:

• Lead and coordinate operational teams to achieve departmental objectives and deliver Biosecurity Tasmania's program plans

• Ensure the coordination and delivery of operational activity to undertake biosecurity surveillance, control and eradication activities in accordance with the requirements of program plans, policies, legislation and standard operating procedure

• Ensure the coordination and delivery of regulatory activities, including investigation of suspected non-compliance and conduct of enforcement action, under State and Commonwealth legislation administered by Biosecurity Tasmania

• Prepare and review advice on technical and operational issues including reporting on operational activity

• Lead emergency management responses and support emergency preparedness activities

• Work across programs and geographical areas to deliver projects and services in an integrated, including procedural and policy development, prioritisation of activities, problem definition and solutions development and program and project planning

• Foster an environment that values individual and team performance and continuous improvement and ensure that the management practices and corporate governance are consistent with contemporary “best practice”

• other duties as required Specific SC

• Demonstrated experience in leading biosecurity, animal welfare and / or product integrity operations, including surveillance, regulatory, investigation & enforcement, EMR and community engagement activities, to achieve departmental and program objectives

• High level knowledge and experience in administering biosecurity and other legislation administered by Biosecurity Tasmania

Program Coordinator (Animal Biosecurity and Product Integrity) (Professional 3)

Position Objectives: To ensure the delivery of program plans relating to [AREA] through the development of operational plans, advice to staff and external stakeholders, and monitoring and review of operational data to identify emerging issues Duties:






• Deliver training to staff in relation to operational activity, policy and legislation relating to [AREA]

• Liaise with external stakeholders to raise awareness of [AREA] and their responsibilities and best practice in this area



• Demonstrated high level knowledge and experience, with an emphasis on risk identification, analysis and management, in [AREA]


Mandatory Qualifications: Degree in Veterinary Science

Program Coordinator (Plant Biosecurity) (Professional 3)

Position Objectives: To ensure the delivery of program plans relating to plant biosecurity through the development of operational plans, advice to staff and external stakeholders, and monitoring and review of operational data to identify emerging issues Duties:





• Deliver training to staff in relation to operational activity, policy and legislation relating to plant biosecurity

• Liaise with external stakeholders to raise awareness of plant biosecurity and their responsibilities and best practice in this area



• Demonstrated high level knowledge and experience, with an emphasis on risk identification, analysis and management, in plant biosecurity



Mandatory qualification – degree in plant biosecurity or pathology or agriculture

Program Coordinator (Border Operations) (Band 7)

Position Objectives: To support the delivery of program plans relating to border biosecurity activities through the development of operational plans, advice to staff and external stakeholders, and monitoring and review of operational data to identify and address emerging issues. Duties:

• Develop operational plans, in consultation with operational leaders and policy staff, and support planning activities to deliver program plans to inspect and certify relevant imports and exports and surveillance for biosecurity risk material on incoming passengers and vehicles

• Monitor, review and report on activity to deliver those plans including undertaking quality assurance reviews of, and participating in, operational activity relating to border biosecurity

• Undertake environmental scanning, including analysis of operational data, to identify emerging issues or trends that present risks to program outcomes and lead the development of responses to prevent or mitigate those risks


• Deliver training to staff in relation to operational activity, policy and legislation relating to border biosecurity activities

• Liaise with, and provide advice to, external stakeholders such as port management authorities and freight and passenger carriers to raise awareness of biosecurity issues and their responsibilities and best practice in this area



• High level knowledge of biosecurity issues relating to the import and export of biosecurity risk material and demonstrated experience in the development and delivery of operational plans, operational procedures and management of projects

• Demonstrated experience in the interpretation and application of legislation administered by Biosecurity Tasmania including the delivery of regulatory activities and provision of advice and training to stakeholders

Program Coordinator (Planning and Preparedness) (Band 7)

Position Objectives: To coordinate the development and maintenance of the capability of BT and external stakeholders to effectively respond to biosecurity, animal welfare and product integrity emergencies Duties:

• Develop and coordinate a program to maintain and enhance Biosecurity Tasmania's capabilities to respond to biosecurity and other emergency situations including the development of policies and procedures


• Coordinate and deliver training programs and exercises to develop and validate Biosecurity Tasmania's capabilities in emergency management

• Facilitate the development of emergency management plans in conjunction with program policy and operational staff to improve Biosecurity Tasmania's preparedness for high risk emergency incidents

• Maintain a register of staff training and competencies related to emergency management

• Provide leadership to Branch planning and data management functions • Represent Biosecurity Tasmania in departmental and inter-agency and other external

forums relating to emergency management and preparedness • Provide strategic and operational advice to Divisional and Branch leaders and staff on

emergency management planning, preparedness, response and recovery activities

Specific selection criteria:

• Demonstrated high level experience in emergency management, preferably within a biosecurity context including the development of emergency response plans and conduct of debriefs

• Well developed skills in the delivery of workplace training, competency-based assessment and in exercise planning and management

Desirable qualifications; Diploma level qualifications in biosecurity or public safety emergency management and Cert IV in assessment and workplace training

Documents

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