Defence Annual Report 2006-07: Web Section 9: Performance ...€¦ · d evelopment of the ADF Gap Year p lanning for various remuneration adjustments and reforms. Planning for the

This section contains additional detailed information, further to that contained in the print version of the Defence Annual Report 2006–07.

Web section 9 Performance against peoplepriorities for 2006—07

500 defence annual report 2006–07

online content : web section 9

PERFORMANCE AGAINST PEOPLE PRIORITIES FOR 2006–07

This section reports on performance against the priorities included in the ‘People’ sections of the Portfolio Budget Statements 2006–07 and the Portfolio Additional Estimates Statements 2006–07. The goal is to ensure that Defence has the right ADF and civilian personnel, with the skills and experience to provide the capabilities required to undertake complex military operations, to support operations

Web Table 9.1—Addressing workforce challenges

Priority:

Developing the next iteration of the Defence Strategic Workforce Plan (DSWP) 2007–17(incorporating the Defence People Plan).

Performance:

The Defence Committee approved the DSWP and endorsed the Action Plan within it.

The DSWP identifi ed Defence’s workforce risks as retention, recruiting, recovery of critical categories and sustaining the existing workforce.

Priority:

Enhancing workforce capabilities by attracting, developing and retaining skilled personnel, particularly those within areas identifi ed as having specialist skill shortages, ADF-critical trade shortages and Reservists.

Performance:

Initiatives implemented to attract and recruit skilled personnel as identifi ed in the ADF Recruiting Strategic Plan 2005–10 included:

a review and adjustment of recruiting entry standards provision of equivalency testing for candidates who do not possess evidence of minimum educational entry requirementsdevelopment of more targeted marketing campaigns for critical recruitment prioritiesongoing implementation of the ADF Recruitment of Women Strategy to extend the potential candidate pool.

Development and endorsement of the ADF Recruiting Strategic Plan 2007–17 including development of comprehensive strategies to target critical recruitment priorities and expand the candidate pool.

Modifi cations to the process to enable more effective recruitment included:technical aptitude testing for all candidatescreation of specialist recruiting teams to target medical, engineering and technical trade personnel.

The ADF reassesses critical categories on an annual basis. Navy and Army have a number of critical categories in a variety of occupations. Recovery plans have been developed and implemented to improve the health of these categories. Progress against these recovery plans is reported biannually to the Chiefs of Service Committee.

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Priority:

Implementing agreed recommendations of the ministerial-directed review of ADF retention and recruitment.

Performance:

The recommendations of the ministerial-directed review were combined with research and environmental scans to determine the key drivers for recruitment and retention. These drivers, coupled with the Government’s direction to increase the size of the ADF, led to the identifi cation of key themes and comprehensive initiatives for recruitment and retention.

Priority:

Completing an independent evaluation of the current ADF recruiting capability.

Performance:

A comprehensive evaluation of ADF recruiting carried out by Ernst & Young resulted in 22 recommendations, which were all accepted and are being implemented by Defence. Implementation of an improved service delivery model that incorporates the majority of the evaluation recommendations has begun.

Priority:

Conducting research to develop tailored recruiting strategies to attract more Indigenous Australians to Defence.

Performance:

Research and consultation is being undertaken in preparation for developing an Indigenous recruitment strategy.

adequately across a number of areas, and to administer the Defence organisation.

Addressing future workforce challenges

Web Tables 9.1, 9.2 and 9.3 show performance against continuing priorities to address workforce challenges associated with the current and future competitive employment environment and the implementation of initiatives to further improve retention and recruitment, guided by the Defence Strategic Workforce Plan 2007–17 and the Defence People Plan.

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501defence annual report 2006–07

web section 9 : online content

In December 2006, the Government announced a $1,016.4m retention and recruitment package over 11 years to boost the number of full-time personnel serving in the ADF. This package represents the fi rst phase of a new ADF retention and recruitment strategy and includes the streamlining of ADF recruiting, an ADF Gap Year and a range of retention bonuses and

allowances for personnel in critical positions and with key skill sets. It complements other initiatives Defence is undertaking; further measures were announced by the Government in the Portfolio Budget Statements 2007–08. Table 4.2 outlines the new strategy’s priorities and shows performance against each of them.

Web Table 9.2—Retention and recruitment

Priority:

Maintaining the ADF as an employer of choice through initiatives to provide contemporary rewards in a competitive market place, and valuing our people through fl exibility and choice.

Streamlining the ADF recruitment process.

Increasing the number of people who want to join the ADF.

Creating more pathways to ADF careers, including an ADF Gap Year to enable young Australians to experience military training and lifestyle.

Providing mechanisms to evaluate and adjust policies and programs.

Performance:

A retention and recruitment strategy has been developed to ensure increased military capability through an increase in the number of full-time ADF personnel. The strategy was funded by the Government for $3.1b in two tranches: $1,016.4m announced in December 2006; and $2,070.8m announced in the May 2007 Budget. The strategy comprises 12 initiatives to help recruit additional Service personnel and retain those currently serving.

The 12 initiatives are:

Recruitment reform of Defence Force Recruiting – New Recruitment Model ADF Gap Year marketing and service branding expanding Cadets Defence Apprenticeship Schemes

Retention retention bonuses and instructor allowances review of Sea Going and Submarine Service (Disability) Allowance Defence Home Ownership Assistance Scheme reform of Defence Force Recruiting – Careers Transition Service and Financial Advice Scheme RAN Sea Change Program: Enhanced Fleet Support and Submarine Deployment Allowance remuneration structure reform (Other Ranks) medical offi cer professional development

In 2006–07, four retention initiatives received funding: Navy Critical Employment Category Retention Bonus ($5.054m) Army Critical Employment Category Retention Bonus ($7.075m) Army Expansion Rank Retention Bonus ($33.961m) Army Trade Transfer Bonus ($3.477m)

These bonus initiatives are in conjunction with longer-term strategies to establish their sustainability.

The following development and planning work was undertaken during the fi rst six months of 2007: development, economic modelling and testing of a new Defence Force Recruiting model development of the ADF Gap Year planning for various remuneration adjustments and reforms.

Planning for the remaining initiatives began in 2006–07 in preparation for implementation in 2007–08 and beyond.

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Web Table 9.3 shows priorities for implementing the Defence Strategic Workforce Plan 2007–17 and performance against each of the priorities.

Web Table 9.3—Implementing the Defence Strategic Workforce Plan 2007–17

Priority:

Implementing the Defence Strategic Workforce Plan (DSWP) 2007–17 (incorporating the Workforce Resource Allocation Plan), which replaces the Defence People Plan and the Defence Workforce Plan.

Performance:

The Defence Committee approved the implementation of the DSWP. The plan identifi es the workforce risks to Defence and provides actions based on six key result areas:

the nexus between workforce and capability is fully understood by Defence Defence is strategically positioned to meet workforce challenges Defence is actively engaged with the workforce in a deliberate manner Defence’s workforce is managed as a strategic asset Defence increases organisational agility through fl exible workforce management Defence’s character and conduct reinforce its standing as a fi rst-rate employer

Each key result area provides a theme for actions that are designed to mitigate risks and set priorities for the allocation of resources within these activities and initiatives.

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Conserving the workforce

Web Table 9.4 shows continuing priorities for conserving the Defence workforce and performance against each of these priorities.

Web Table 9.4—Remuneration reform

Priority:

Continuing remuneration reform in the ADF through: implementing the new fl exible salary structure for offi cers examining the feasibility of a new Other Ranks salary structure and a disability allowance framework.

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Performance: The Defence Force Remuneration Tribunal (DFRT) approved the new graded offi cer pay structure which took effect from October 2006. Submissions to the DFRT were also prepared seeking to place all offi cer employment categories in the new structure in accordance with Service requirements. The DFRT will consider the submissions in early 2007–08. The DFRT also approved the introduction of a new 16 pay grade structure for Other Ranks in December 2006, to be implemented in the latter half of 2007.

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Priority:

Implementing agreed recommendations from the Review of ADF Reserve Remuneration.

Performance:

The DFRT approved a new structure for ADF Reserve Remuneration on 1 September 2006. Implementation of the new salary rates for all ADF Reserve members affected by the new structure will be completed by 31 July 2007. The new rates apply from 1 September 2006, in accordance with the DFRT determination.

A number of bonuses and allowances recommended by the Review were also implemented with effect 1 July 2006. They include:

a completion bonus for Army High Readiness Reservists—the bonus is $10,000 on completion of two years service and $5,000 for subsequent years a completion bonus for Air Force High Readiness Reserve and High Readiness Specialist Reserve of $5,000 a year a Health Support Allowance for members of the High Readiness Reserve of $2,500 per year a Health Support Allowance for members of the Active and Specialist Reserve of $600 per year.

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Priority:

Developing and implementing the next ADF Workplace Remuneration Arrangement and the ADF Star Ranks Remuneration Arrangement, which are due to commence in the second half of 2006.

Performance:

The ADF Workplace Remuneration Arrangement and ADF Star Ranks Remuneration Arrangement were approved by the DFRT and commenced in November 2006 for a three-year period.

These arrangements provide for a total salary increase of 12.6 per cent, which equates to a 13.2 per cent increase compounded over three years.

Priority:

Implementing the new Defence Collective Agreement 2006–2009 [DeCA], which will replace the Defence Employees’ Certifi ed Agreement 2004–2006.

Performance:

Key reforms under DeCA were implemented with a particular emphasis on performance management, mutual responsibilities, managing change, up-skilling and leave management.

A number of initiatives supporting the implementation were undertaken including: introduction of the Performance Feedback Assessment and Development Scheme from 1 February 2007 publication of a revised Supervisors Handbook to provide an easy reference guide for civilian and military supervisors of civilian employees publication of Information for Excess Employees to clarify the new change management framework completion of the e-learning package ‘DeCA – Your Roles and Responsibilities’ by more than 80 per cent of civilian employees and their supervisors introduction of the Regional Learning and Development Support Fund to improve equity of access to learning and development activities in regional areas.

DeCA provides for a total salary increase of 12.6 per cent, which equates to a 13.2 per cent increase compounded over three years.

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Web Table 9.5 shows priorities for developing personnel policies for Defence and performance against each of the priorities.

Web Table 9.5—Developing personnel policies for Defence

Priority:

Providing an overarching policy framework to enable development of a long-term plan for the funding and delivery of housing and other living accommodation solutions for ADF members.

Performance:

A new housing classifi cation policy has been developed for Service residences provided for ADF members with dependants. Over a 10-year transitional period, commencing 1 July 2007, this policy will enable provision of a greater variety of housing to meet the varied needs of ADF families. The administration of the new housing classifi cation policy will be monitored over its fi rst year in operation, pending a functional review at the conclusion of 2007–08.

Other policy on housing and living accommodation solutions for ADF members will continue to be reviewed and revised consistent with the aim of providing an overarching policy framework.

Priority:

Continuing to review the policy and entitlements for members with dependants (separated) to improve support to ADF personnel separated from their families due to Service requirements.

Performance:

The review of members with dependants (separated) was part of a broader Family Stability Initiative to give members with dependants more options in managing their family needs while achieving the capability requirements of the Services. This review culminated in the introduction of the new Members with Dependants (Unaccompanied) policy. This policy enabled members with dependants posted to a new locality for more than six months to choose to proceed on posting unaccompanied so as to achieve stability for their families, and to be supported at their new posting location with a package of entitlements including accommodation assistance and reunion travel.

Priority:

Strengthening the performance management culture through training and educational material for managers, supervisors and staff, which introduces courses focused on managing underperformance and strengthening performance measures.

Performance:

The Performance Feedback Assessment and Development Scheme was introduced as part of DeCA. The scheme commenced in February 2007, and assists supervisors and employees to identify priority tasks, allocate the necessary resources to those tasks, and determine how well the required result was achieved. It also assists in identifying training needs and skills development for employees.

A range of training activities and educational materials have been released to support the implementation of the scheme, including an e-learning course, a face-to-face workshop and a summary reference book.

Other measures are under development for 2007–08.

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Supporting ADF members and their families

Web Table 9.6 shows priorities for supporting ADF members and their families, as well as performance against each of these priorities.

Web Table 9.6—Supporting ADF members and their families

Priority:

Delivering employment assistance to the partners of ADF members, including the trial of a CD-based résumé preparation tool, and expanding the assistance provided to spouses based in remote locations or on overseas posting.

Performance:

During 2006–07, the Services Workforce Access Program for Partners assisted 415 Defence partners with costs incurred as a direct result of Defence-initiated relocations.

The suite of assistance initiatives has been broadened and reshaped to better meet the specifi c needs identifi ed by ADF partners. The approved assistance initiatives that have been enhanced include:

Professional Registration Expense Payments, which enable reimbursement of professional re-registration costs or short upgrade courses Training for Immediate Employment, which reimburses partners for training costs incurred on short-term skills upgrade courses.

Additional initiatives are still awaiting funding approval.

A recent evaluation of the program supported its success, with the majority of participants expressing overall satisfaction with the program.

The evaluation and future direction of the program has been agreed by the Personnel Steering Group and the Defence People Committee. Subject to funding, the key enhancements will give participants a greater choice of service providers.

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Priority:

Expanding the Defence Child Care Program by increasing the number of corporate centres within the program and the number of priority positions available to Defence families in long day care and family day care settings.

Performance:

In 2006–07, through the Defence Child Care Program—Long Day Care Program, the Defence Community Organisation (DCO) accepted four additional child care centres into the program to offer priority of access for Defence families. These centres are located in Victoria, Queensland, the Northern Territory and the Australian Capital Territory, with a combined total of 334 licensed places. The total number of priority places facilitated by the Defence Child Care Program now exceeds 2,400.

Through the Defence Child Care Program—Extended Child Care Program, the DCO maintained the number of priority family day care places for Defence families through sponsoring places with six family day care organisations around Australia. It also contributed to increasing the number of family day care and occasional care places that are available in the community by reimbursing the setup costs to 15 Defence members whose partners registered as family day care providers.

Priority:

Implementing a new ADF Emergency Support for Families Scheme to ensure greater support and practical assistance to the families of ADF members serving away from home.

Performance:

The Emergency Support for Families Scheme has been in operation for one year. Forty-four applications for support had been approved in the period to the end of June 2007.

The scheme will continue to be available for ADF families facing an emergency situation in the serving member’s absence where their own coping mechanisms have been exhausted. The DCO will continually evaluate the responsiveness of the scheme, particularly how effective it is in enabling members to continue providing unrestricted service.



Priority:

Continuing sponsorship of school transition aide positions and resources within primary and secondary schools that support signifi cant enrolments of mobile dependants of ADF members.

Performance:

Primary school transition aide and secondary transition mentor positions, located in 130 and 32 schools respectively, are in operation. Feedback from ADF families and schools continues to be very positive.

Priority:

Ensuring support for ADF families that have a special needs dependant including the sponsorship of respite care through the Circle of Friends Respite Program.

Performance:

The Circle of Friends Respite Program supported the respite needs of 60 special needs families providing approximately 1,959 hours of respite from July 2006 to May 2007.

The program will continue to support 60 special needs families in 2007–08.

Priority:

Streamlining the access points for all ADF families who require advice and support through a toll-free advice and referral line.

Performance:

In March 2007, the DCO introduced a new after-hours emergency contact line for assistance using the National Welfare Coordination Centre 1800 number. This approach provides members, families and command with one point of contact for DCO after hours, regardless of the nature of the emergency, and refers the matter to a DCO social worker as necessary.

The system will be trialled until 30 December 2007 and is subject to ongoing assessment and evaluation.

Priority:

Enhancing the professional program of support and counselling to families that have a member who dies or is seriously injured in service.

Performance:

In 2006–07, the DCO developed the Bereavement Support Guidelines. These guidelines are designed to assist practitioners to select and use appropriate evidence-based interventions when providing support to bereaved families. The guidelines outline what good practice should look like.

The DCO commenced the organisation of a dedicated bereavement support team comprising social workers and military support offi cers, which will provide a highly trained, professional team to give support to bereaved families and survivors. The team will also provide professional support to boards of inquiry.

The DCO developed case management planning guidelines for the case management of bereaved families and survivors. This project is currently at the trial phase and is aimed at the improvement of assessment, planning, intervention and evaluation of bereavement support.

Priority:

Continuing to implement the improvements announced in the Government’s response to the Senate Foreign Affairs, Defence and Trade References Committee’s Report on the effectiveness of Australia’s military justice system, in particular:

establishing the Australian Military Court creating a new Chief of the Defence Force Commission of Inquiry processestablishing a tri-Service ADF Investigation Unit.

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Performance:

Performance against this priority is reported in Chapter 5 — Justice and fairness in Defence.

Web Table 9.6 continued

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Web Table 9.7—Targeted education and training

Priority:

Ongoing implementation of the agreed outcomes of the Defence Business Skilling Review.

Performance:

In 2006–07,Defence committed to reinvigorating the Business Skilling Program, which is essential to the professional development of Defence’s integrated workforce. Defence is continuing to better defi ne business skill requirements, training and guidance for business process users.

Guidance on skill requirements and training in eight business domains is accessible to all personnelthrough a new intranet website. Other domains are under development.

The commitment to complete skills frameworks and skilling strategies for all business domains wasembedded in the DeCA, with a target date for completion of 1 July 2008.

Priority:

Responding to the training needs identifi ed by the Defence fi nancial statements remediation plans.

Performance:

In 2006–07, CFO Financial Training Branch developed, conducted and delivered business capability training to improve offi cers’ skills and knowledge in:

fi nancial management accrual accounting asset management planning and budgeting fi nancial information systems the key fi nancial issues facing Defence for Senior Executive (SES) level offi cers and ADF equivalents.

Key training achievements were: ongoing development and delivery of fi nancial management training with an increased regional delivery focus for SES, Executive Level offi cers and ADF equivalents as well as Defence Science and Technology Task Leaders development and delivery of Certifi cate IV competency aligned courses implemented training as a prerequisite for systems access fi nancial delegations e-learning course developed.

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Targeted education and training

Web Table 9.7 shows priorities for continuing to develop targeted education and training and performance against each of these priorities.



Priority:

Undertaking a review of ADF joint education and training.

Performance:

The Joint Education and Training Review was completed in early 2007 and was considered by the Chiefs of Service Committee in June 2007. Implementation of the agreed recommendations will begin in 2007–08.

Priority:

Developing an integrated Defence Australian Public Service Learning and Development strategy.

Performance:

Defence has developed policy on through-career development of public servants, including specifi c obligations of Group Heads, managers, individual employees, policy authorities and providers of training. The policy is supported by a common core skills framework, aligned with available whole-of-government guidance provided through the Australian Public Service Commission.

Priority:

Expanding the suite of training modules available through fl exible delivery, including e-learning.

Performance:

More than 300 courses are now available through CAMPUS, the Defence e-learning system for Defence personnel, covering a broad range of topics in support of business skilling and operational training.

In 2006–07, an additional 226 courses were made available through CAMPUS. These additional courses include: DeCA Awareness; Performance Feedback Assessment and Development Scheme; Road to Record Management Success; Force Preparation Package; Introduction to Network Centric Warfare; Introduction to Supply Chain Management and other supply systems courses.

During this time, there were more than 169,800 individual enrolments in CAMPUS courses, with 118,200 of these enrolments completed. Note that e-learning is used also for information and refreshment of knowledge.

Priority:

Promoting the learning and growth of Defence leaders and managers through the Australian Defence College by providing education to military offi cers and offi cials from Australia and overseas throughout their careers.

Performance:

The Australian Defence College provided non-operational education and training to 1,138 full-time students, consisting of 1,040 Australian Defence and 98 overseas students, plus postgraduate education opportunities to 465 part-time Australian Defence students. Highlights of the year include:

delivering a new module, Higher Command and the Conduct of Combined and Joint Operations, for the Centre for Defence and Strategic Studies Course developing an outreach program to provide access to learning opportunities at the Centre for Defence and Strategic Studies to graduates of the program as well as the broader Defence workforce. Initiatives include broadening participation to the Centre’s lectures, study tours and video conference events and revamping the internet portal conducting a review of the Australian Command and Staff Course Curriculum and Business Processes negotiating with commercial academic providers to enhance students’ standing for the award of a Master of Defence Studies (Strategic Planning and Management). Credits will be retrospectively offered to 2006 graduates renegotiating the delivery of computer-based war-gaming for the Australian Command and Staff Course Joint Operations module, resulting in the selection of an ADF in-house option utilising the Australian Defence Force Warfare Centre Joint Theatre Level Simulation System in lieu of a commercial package developed in the United Kingdom completing a reorganisation of the Cadet Body at the Australian Defence Force Academy (ADFA) designed to provide improved tri-Service interaction among the trainees implementing a revised system of leadership opportunities for Midshipmen and Offi cer Cadets at ADFA gaining registration as a non-self-accrediting higher education provider from the ACT Accreditation and Registration Council.

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Improving ADF health

Web Table 9.8 shows continuing priorities to implement measures to further improve ADF health, and performance against each of these priorities.

Web Table 9.8—Implementation of measures to further improve ADF health

Priority:

Defence Injury Prevention Program.

Performance:

The aim of the Defence Injury Prevention Program is to decrease the rate of injury to ADF members by using injury surveillance and root cause analysis to derive injury countermeasures. The program facilitates injury prevention activities at the local level using local knowledge.

Injury prevention training has been conducted at Army Recruit Training Centre (Kapooka), Army Logistic Training Centre, HMAS Creswell, ADFA and 3rd Brigade Townsville. Training is scheduled at RAAF Wagga Wagga, HMAS Cerberus and School of Infantry (Singleton) early in 2007–08.

Priority:

ADF Alcohol, Tobacco and Other Drugs Program.

Performance:

In 2006–07, a total of nine outpatient alcohol treatment programs with 83 participants were conducted. Ten alcohol and other drugs courses for health professionals were conducted.

Initial awareness training for all ADF personnel continues to be offered and annual awareness training is given at ADFA and the Royal Military College, Duntroon. Fact sheets on alcohol and illicit drugs have been updated and presentations made at professional conferences. Articles on alcohol, drugs and tobacco use have been published in Defence publications.

An evaluation has been undertaken of the Alcohol Rehabilitation and Education Program. The aim is to establish a comprehensive, evidence-based, tri-Service program for out-patients and in-patients that meets the needs of those who require either an abstinence-based program or a controlled drinking program. Progress has been made towards ensuring that all counsellors and coordinators receive an Australian accredited diploma in alcohol and other drugs training from TAFE.

Priority:

ADF Suicide Prevention Program.

Performance:

The ADF Suicide Prevention Program has delivered a multi-tiered approach to the prevention of suicide, including: continued delivery of a 24-hour support line for Defence members and their families to provide confi dential assistance in times of crisis release of a Defence Instruction on the management of a suicidal episode in the ADF continued delivery of annual suicide awareness training.

Applied suicide intervention skills training (ASIST) has continued, with 180 courses run since its introduction in 2004. In 2006–07, LivingWorks conducted 56 ASIST workshops for Defence with a total of 993 participants. This brings participation in the program to in excess of 3,500 Defence members and more than 100 trainers.

Under the Suicide Prevention Program, clinical practice guidelines have been developed by the Australian Centre for Post Traumatic Mental Health and approved by the National Health and Medical Research Council for the management and treatment of Acute Stress Disorder and Post-Traumatic Stress Disorder.

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Priority:

Continuing health studies of personnel deployed on Operation Anode (Solomon Islands) and Operation Citadel (Timor-Leste).

Performance:

The services of the Centre for Military and Veterans’ Health have been contracted for a series of independent health surveillance studies to assess the effects of operational deployments on ADF personnel operating in Timor-Leste, Bougainville and Solomon Islands. The fi nal report into the Solomon Islands study will be produced in late 2007; the fi nal reports for the Timor-Leste and Bougainville studies are expected to be produced by mid-2008.

Priority:

Agreed recommendations of the review of Defence Health Services (Stevens Review).

Performance:

Of the 42 recommendations of the Stevens Review, fi ve were not accepted. Of the remaining 37, 15 have been completed, 11 are ongoing, two are of an enduring nature (health care standards and readiness requirements) and nine have been accorded a lower priority given the current shortages of uniformed health professionals and the high operational tempo.

Signifi cant achievements in 2006–07 included: the re-organisation of the Defence Health Services Division, which was completed in January 2007. The new organisation refl ects Defence priorities and the focus issues identifi ed in the Defence Health Services Division Strategic Plan for 2006–2008 the development of new business processes to ensure that funding is aligned with any policy initiative prior to implementation funding secured for eligible medical offi cers to pursue continuous professional development announced in the 2007–08 Budget as part of overall retention and recruitment initiatives.

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Priority:

HealthKEYS to allow the creation of electronic health records and assist in the management of ADF health.

Performance:

The aim of the HealthKEYS project is to deliver a single corporate health information system capable of providing timely and accurate health information to meet the operational, management and clinical needs of the Defence Health Services.

The HealthKEYS project was to roll out across the ADF in two phases, with Phase 1 delivering the Practice Management/Preventive Health sub-system and Phase 2 the Clinical Management sub-system.

The project is currently in Phase 1 sustainment, with 77 of the 175 ADF health units having received HealthKEYS.

A review of HealthKEYS infrastructure and sustainability is underway and is expected to be completed in the latter part of 2007.


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Occupational health, safety and compensation

Web Table 9.9 shows occupational health, safety and compensation priorities and performance against each of these priorities.

Improvements to Defence’s human resources and payroll management information systems

Web Table 9.10 shows continuing priorities to improve Defence’s human resources and payroll management information systems and performance against each of these priorities.

Web Table 9.9—Occupational health, safety and compensation

Priority:

Promoting a strong partnership between Defence and the Department of Veterans’ Affairs through: implementing the Military Rehabilitation and Compensation Scheme, which is due to be fully implemented in the second half of 2006 continuing the Link project, with a particular focus on initiatives in the areas of records management and transition management services for ADF personnel leaving the Services.

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Performance:

The ADF Rehabilitation Program was implemented nationally in 2006 to ensure Defence meets its duty of care to its members, its legal obligations (including under the Military Rehabilitation and Compensation Act 2004), and reduces the impact of occupational injury, illness and disease. Through the program, members requiring rehabilitation now receive early referral to a rehabilitation assessment, coordinated management to deal with their injury and illness quickly, and the appointment of a case manager to coordinate their rehabilitation program.Some 4,700 members have been referred to a rehabilitation assessment since 1 July 2006, with more than 4,000 of these on managed rehabilitation plans. This has enabled the ADF to quickly and effectively return members to their normal workplaces and duties, with the member, commander and health staff working together to reduce the likelihood of an aggravation of the injury or illness.

The records management activity is substantially achieved, with fi nalisation of Defence and Department of Veterans’ Affairs records management structures to occur in early 2007–08. The transition management service has been expanded to provide a full continuum of care to ADF members and their families throughout their service life, not just during transition. To achieve this outcome, a small team has been established within the Defence Support Group tasked with developing and implementing a whole-of-life, integrated support service for ADF members. The ADF Transition Success Initiatives are progressing in accordance with identifi ed project milestones. To date, work is complete on the 1800 Defence Access information scripts and preparation has been partially completed in relation to the communication products. The ADF transition checklists have also been completed. The transition management service has been expanded to provide a full continuum of care to ADF members and their families, throughout their service life, not just during transition. All remaining activity will occur within the project time frames.

Priority:

Continuing to develop an integrated occupational health and safety management system guided by the Defence Occupational Health and Safety Strategic Plan 2004–06, including:

developing the next iteration of the Defence Occupational Health and Safety Strategic Plan establishing the Defence Centre for Occupational Health, which will support the prevention and treatment of occupational illness and disease improving occupational health and safety management information systems and self-assessment tools.

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Performance:

Performance against this priority is reported in the ‘Occupational health and safety’ section of this chapter.



Web Table 9.10—Improving Defence’s human resources and payroll management information systems

Priority:Continued expansion of the employee self-service workfl ow functionality across Defence, including developing and implementing a work performance management tool.

Performance:The PMKeyS Self Service functionality, which allows Defence employees and ADF members to view and update their personal information online, continued to be enhanced in the following areas.

Workfl ow functionality: reminder emails to improve workfl ow for leave applications, Employment Preferences and Restrictions by ADF members, RAAF Individual Career Plans and Qualifi cations, and Professional Membership for APS employees alerting ADF members of the expiration of their Individual Readiness data and providing managers with a view of Individual Readiness Summary data for their ADF subordinates.

Work performance management tool: completion of a project scoping study on a work performance management tool the implementation of a work performance management tool which included enhancements to existing Salary Progression pages in self-service to cater for changes required under the DeCA following the introduction of the Performance Feedback Assessment and Development Scheme.

Leave: an annual leave predictor for ADF and APS personnel improved leave manager views and leave approval pages for ADF members and APS personnel the daily accrual of ADF War Service Leave for periods of operation service recorded in the PMKeyS Operations Log, effective 1 July 2007 retention of deleted denied annual leave applications for APS personnel limit on the amount of personal leave taken for Carer’s Unexpected Emergency for APS personnel to refl ect new policy introduced in the DeCA.

Personal details: the ability to record next-of-kin contact details in PMKeyS using self-service in line with the Sea King Board of Inquiry recommendations enabling ADF members to view all current passport details recorded on PMKeyS the ability for APS employees to view their payment summary and print a copy if required ability to update banking and deduction details for APS employees.

Online user guides: availability of user guides when navigating and using self-service functionality.

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Priority:Implementing enhanced personnel and payroll services to Defence people through internet access.

Performance:The availability of internet access for the personnel and payroll systems has been delayed pending deployment of Defence’s e-business infrastructure, but remains a key priority.

Priority:Implementing from the corporate resources application a business intelligence tool for improved human resources data extraction and management reporting.

Performance:The following initiatives were implemented via the PMKeyS Reporting Portal:

a web-based reporting tool, accessible to staff with required training, which provides access to the majority of the corporate human resources data query authoring tools for use by authorised staff which provides a fl exible means to extract and report on corporate human resources data

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Priority:Completing documentation to support the requirements for the software upgrade project and integration of pay systems.

Performance:Tender documentation for the upgrade was developed and released in June 2006. The upgrade of the human resource and payroll systems tender process was terminated in November 2006 due to a non-compliant response. Defence will move forward with an open tender acquisition strategy for implementation services using either the Oracle/PeopleSoft solution or the SAP human resource management system.

Due to the delay in the upgrade, a range of interim options to provide an enhanced payroll capability prior to upgrade are being considered.

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Documents

Defence Annual Report 2006-07: Web Section 9: Performance ...€¦ · d evelopment of the ADF Gap Year p lanning for various remuneration adjustments and reforms. Planning for the