OCPE Annual Report 2001/2002 · 2016. 9. 16. · 6 Annual Report 2001/02 As the nature of the work environment alters and the community’s attitudes to work and family relationships

Office of the Commissioner for Public Employment

Annual Report 2001/024

At A GlanceAt A GlanceAt A GlanceAt A GlanceAt A GlanceWhile still the largest employer in theNorthernTerritory, the NTPS numbers remainrelatively consistent.

Productivity can be expected to increase as management becomes more skilled.The gradual ageing of the workforce reflects trends in the general population.

Provision of equality of opportunity and flexible work practices are indicators ofprogressive employment practices.



5

Commissioner’s ReportCommissioner’s ReportCommissioner’s ReportCommissioner’s ReportCommissioner’s ReportIn a number of ways the past year has been a major watershed for the NorthernTerritory Public Sector and, in particular, for the Office of the Commissioner forPublic Employment. Not only was the political landscape alteredirrevocably with the election of the Territory’s first Labor Government, but soonafter assuming office the new Government introduced ‘New Public Sector AgencyArrangements’, the most significant restructuring of the public sector since selfgovernment.

Anticipation, and subsequent implementation, of the amalgamation andrestructuring of agencies was bound to create uncertainty and trepidation amongstsome employees. However, as a newcomer to the Territory, I have been impressedwith the manner in which this significant change process has been handled by allthose involved. The ability of public sector employees to respondpositively to major change and to contribute to the successfulimplementation of the new arrangements provides a very solid foundation forfacing the challenges ahead.

Closer to home, the Office of the Commissioner for Public Employment was verymuch involved in the restructuring that has occurred in the first six months of2002. Following a review of its role and structure, I am pleased to report thatthere was overwhelming support for the retention of the Office as a separatecentral agency with an increased emphasis on strategic employment relations andworkforce development.

A further significant event that occurred at the same time as these major changeswas the retirement, in December 2001, of David Hawkes the previousCommissioner. I would like to take this opportunity to recognise the uniquecontribution that David has made to the Territory over some 12 years asCommissioner.

Whilst the major changes outlined above have caused some hiatus in the servicesprovided by the Office, I believe that articulation of the Government’s strategicdirection and policies are the key drivers in the shape and productivity of thepublic sector and provide a strong focus for this Office over the next 12 months.



As the nature of the work environment alters and the community’s attitudes towork and family relationships shift, there is a real need for innovative employmentrelations policies that will maintain the public sector’s position as an attractiveemployer. Whether it be flexible work practices, new approaches to job andwork design, enhancement of career opportunities for indigenous people orenterprise agreements, each issue requires careful thought, extensive consultationand a willingness to consider new paths.

As the new Commissioner my task has been made easier thanks to the solidfoundation developed by David Hawkes and maintained by Sarah Butterworthfollowing David’s retirement. The NTPS is uniquely placed as we move forwardto build a quality public sector. My Office is fortunate to have staff who are intune with the challenges that lie ahead and who have the ability and enthusiasmto meet them. They have many counterparts in the agencies and together theyconstitute a very effective team.

Since my arrival in the Territory the Minister and his staff, other CEOs, unionsand NTPS staff that I have met have provided unqualified support, encouragementand the occasional unambiguous suggestion! I thank them sincerely and lookforward to working with them over the coming twelve months.

JOHN KIRWAN



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The AgencyThe AgencyThe AgencyThe AgencyThe AgencyOur mission

In partnership with our clients, add value to the work environment in the NT byestablishing policy and practice frameworks in employee relations anddevelopment of capability.

Our values• we value our clients and their contributions• we are committed to providing a quality service• we support and encourage our colleagues and treat them and their views

with respect• we are committed to the role and direction of the Office• we treat people with fairness and equity• we act with integrity and professionalism.

Our strategic outcome (budget paper N0:2)A strengthened Northern Territory Public Sector with agency capability to deliveron core business.

Our charterFollowing the general election on 18 August 2001, the Territory experienced its’first change in Government since Self-Government in 1978. With the investitureof the new Ministry administrative procedures where commenced to amalgamatethe then Northern Territory Employment and Training Authority with this Officeto form a new Department of Employment and Training (DET).

In November 2001, before this amalgamation was completed, the Chief Ministerannounced the New Public Sector Agency Arrangements report resulting in asignificant restructure of the whole public sector. Under the new arrangements,the intended Department of Employment and Training (with the exception of theProperty Management function that transferred to the Department of Corporateand Information Services) was to be amalgamated with the Department ofEducation to form the new Department of Employment, Education and Training(DEET).



Although the Administrative Arrangements Order at that time recorded this Officeas a separate agency, legislation amendments to the Public Sector Employmentand Management Act were before the Assembly to enable the incorporation ofthe Office within DEET. Reflective of the policy intent of Government, thefinancial arrangements for the Office are reported in Budget Paper No: 2 – MiniBudget under DEET.

Prior to finalisation of the new public sector agency arrangements, Cabinet directedthat a review of the administrative location and governance arrangements for theOffice be undertaken. Following consideration of the review report, governmentdetermined that the Office would remain a separate agency, retaining core functionsand resources necessary to support the statutory functions of the Commissioner.

Consequently, the Administrative Arrangements Order of 4 March 2002 gave theOffice of the Commissioner for Public Employment principal responsibility forthe following areas of government administration:• public sector• industrial relations• development and coordination of public and private employment strategies

The Office is also responsible for the following Acts:• Annual Leave Act• Long Service Leave Act• Police Administration Act (Part III)• Prisons (Arbitral Tribunal) Act• Public Employment (Mobility) Act• Public Holidays Act• Public Sector Employment and Management Act• Public Sector Employment and Management Act (Transition and Savings)• Public Sector Employment (Interim Arrangements) Act

Under Section 12 of the Public Sector Employment and Management Act theCommissioner for Public Employment is deemed to be the employer of allemployees in the Northern Territory Public Sector.

The key responsibilities of the Office are:• providing sound and timely advice to Government on all aspects of human

resource issues affecting the sector• supporting Chief Executive Officers and their agencies to develop relevant

human resource management policies and practices



9

• advising Chief Executive Officers on the implementation of policies andpractices

• representing the interests of the Northern Territory Government inworkplace negotiations and tribunal hearings as the statutory employer

• coordinating sector-wide training and development programs• resolving employee grievances through appropriate review and appeal

mechanisms• providing leadership and guidance in these matters across the Sector.

Our corporate governanceThe Commissioner and Management Board remain committed to ensuring thehighest standards of integrity, ethical behaviour, transparency and accountabilityare practiced in all decision-making.

The organisational profile on page 10 represents the structure of the organisationand key responsibilities of each business area and are reflective of the changesexperienced as a result of the new public sector agency arrangements.

The Management Board reflects the functional heads of the output areas publishedin Budget Paper No. 2 (refer Organisation profile on page 10) and consists of:• The Commissioner• Director, Employee Relations• Manager, Leadership Development• Manager, Strategic Consulting• Director, Promotions Appeal Board & Grievance Review• Manager, Corporate Services• Manager, Information Management

The Management Board plays a critical role in ensuring the effective performanceand accountability of the Office by:• ensuring the Office has clearly established goals and objectives• ensuring strategies for achieving goals and objectives are appropriate and

understood by management and staff• identifying, analysing and mitigating risks to the Office• monitoring quality control systems and corrective action to improve

organisation systems and performance.



Commissionerfor Public

EmploymentExecutivestaffing - 3

� Advice to Government andCEOs

� Strategic human resourcedirection

� Leardership� Office management

CentralAustralia(Executive)

� HR policy advice� Regional redeployment &

redundancy function� Promotion Appeals� Grievance Reviews� Labour inspectorate

CorporateSupport

staffing - 4

� OCPE personnel service� General office services� Records management� Budgeting and financial

services

InformationManagement

staffing - 2

� Information and recordsmanagement strategies

� Information technologyenvironment

� Communicationstrategies, publications,websites

StrategicConsultingstaffing - 14

� Sector wide executive andmiddlemanagement development

� Strategic consultancies onorganisational capabilityplanning

EmployeeRelationsstaffing - 19

� Industrial relations� Prison Officers & Police

Tribunals� HR policy and advice� Central redeployment and

redundancy function� Organisation change

reviews� Aboriginal employment

strategy� Job evaluation system� International labor

organisation issues� Disciplinary/Inability

Appeals Board secretariat

PromotionsAppeal Board& Grievance

Reviewstaffing 3

� Promotion appeals� Section 59 Grievances

The PAB is co-locatedin the OCPE for

administrative purposes

Sarah ButterworthActingCommissioner forPublic Employment

Ann JacobsCentral AustraliaRepresentative

Fiona RocheManager

Tanya MurphyManager

Danny MorrisManager

Theo TsikourisDirector

Lee BerrymanDirector

EmploymentFramework

ProfessionalDevelopment

CorporateManagement

LeadershipDevelopment

&

Jenny StephensenManager

StrategicAdvice

Minister for Employment, Education and Training

The Management Board, chaired by the Commissioner, meets fortnightly anddecisions are conveyed to staff at regular meetings, including whole of office,business area and unit levels and through internal mail broadcasts.

Our organisation profile & key contacts



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Our MinisterThe Hon Syd Stirling MLAMember for Nuhulunbuy

In addition to being the Deputy Chief Minister, the Honourable Syd Stirling’sother Ministerial responsibilities as at 30th June 2002 were:• Minister for Employment, Education and Training• Minister for Police, Fire and Emergency Services• Minister for Racing, Gaming and Licensing

In terms of the administration of the Public Sector Employment and ManagementAct the duties of the Minister are defined under section 6 these duties provideclarification of the role relationship between the Minister and other Ministersand with the Commissioner for Public Employment.

Under the Act the Minister’s principal duty is to provide advice to other Ministerson any aspect of human resource management and structural changes aimed atimproving the efficiency and effectiveness of public sector operations.

Our corporate planAs noted in the 2000/01 Annual Report the corporate plan Managing for Outcomeswas to be progressively developed at business area level and progress would beincluded in the 2001/02 Annual Report. As discussed under Our charter (page 7)this Office has experienced significant change during this reporting period resultingin the redefining of the role of the Office and the transfer of functions and resourcesto the Department of Corporate and Information Services (DCIS). In addition,following the retirement of former Commissioner, David Hawkes, the newlyappointed Commissioner commenced duty on July 2002.

Minor adjustments were made to the existing plan (refer page 12) to reflect thetransfer of functions to DCIS and to ensure a strategic framework for the Officeconsistent with the new Government’s policy platform.

A formal review of the corporate plan is being undertaken by the ManagementBoard.



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13

Lines of responsibility & accountability to government

As deplicted in the diagram below, the Office is a central agency working inpartnership with both central and operational agencies, contributing to thedevelopment of the Northern Territory, by providing human resource managementand development frameworks to support agencies to achieve their objectives.

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ETHICAL FRAMEWORKThe Principles contained in Part 2 of the Public Sector Employment andManagement Regulations establish an ethical framework for employment andmanagement in the sector. Inherent within the Principles are the underlyingphilosophies of Merit, Equal Employment Opportunity and Natural Justice. ThesePrinciples constitute standards against which policies, procedures and otherinitiatives can be measured at agency and sector-wide levels. Sector compliancewith these Principles is discussed under the State of the Service section on page57.

As the statutory employer and the organisation responsible for the Public SectorEmployment and Management Act, this Office endeavours to ensure transparentadherence to these standards and philosophies underpinning and guiding theperformance of all our functions.

GOVERNMENT STRATEGIC PRIORITIESThe role of the Office of the Commissioner for Public Employment in relation tothe objectives and actions in each of the government’s strategic priority areas isboth principal and supporting, in terms of assisting other agencies to achievetheir objectives. The Commissioner has a critical role in providing appropriateemployee relations and employee development frameworks enabling objectivesto be achieved.

The relationship between the output/activity areas of this Office and thegovernments’ strategic priorities are illustrated on page 12, our strategicframework.

Our planning cycle



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AuditsThe Office’s audit cycle has two components:1. audits conducted by the Northern Territory Auditor referred to as General

Agency Compliancy Audits2. audits determined by Management Board and conducted by Strategic and

Audit Services.These Internal audit reports are presented to the client management while externalreports are presented to the Legislative Assembly.

In addition each business area conducts regular program reviews and these aredetailed in the activity report for each program activity.

GENERAL AGENCY COMPLIANCY AUDITS1. Compliancy Audit -Early Termination Payments to Chief Executive

Officers and Executive Contract Officers.Objective• Examine whether payments to CEOs and ECOs during the 2000/01 and

2001/02 financial years (up until 31 December 2001), following earlytermination of their employment, were in accordance with their contractsof employment. If not, whether variations were assessed as achieving animproved outcome for the public benefit.

Finding• Termination payments and payments additional to contract requirements

are being approved and paid without sufficient record of why the paymentswere made.

• There are no records of whether the variations to the standard terminationarrangements were assessed as achieving an improved outcome for thepublic interest.

Office Response• Procedures put in place to address findings in future.



2. JES AuditObjectiveAnnual audits are performed in accordance with the licensing agreement with theproprietors of the JES. (refer page 33)Finding• the level of missing documentation was lower than previous audits,• the quality of documentation remains sound; and• 94% of the evaluation profiles were satisfactory.Office ResponseContinuation of annual audits. Selection and training of new evaluators.

INTERNAL AUDITSManagement Board instigated no internal audits during this reporting period. Asnoted in the 2000-01 report, it was anticipated that two audits previously deferredwould have been conducted.

1. review of Business Risk Assessment and Audit.2. Business Applications Unit.

It was anticipated that both of these audits would have been completed followingthe amalgamation of this Office and the Northern Territory Employment andTraining Authority. Further delays occurred due initially to the anticipatedamalgamation with the Department of Education and subsequently pending theoutcome of the review of the administrative location and governance arrangementsfor the Office. A full review of the agency’s risk management and audit programis schedule for 2002-03.



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Our staff

OCPE Staff by Gender and ClassificationThe following table reflects all staff employed within the Office of theCommissioner for Public Employment as at the 30th June 2002. The reduction inthe overall staffing numbers also reflects the transfer of staff to DCIS as a resultof the new agency arrangements.

Twenty two staff from this Office left the sector for a variety of reasons includingretirement and completion of temporary contractual arrangements. The followingchart illustrates these reasons as a percentage of the total number of separations.

In comparison fifteen new employees commenced with the Office during thereporting period. This included three vacation employees and twelve temporarycontract employees.

Year 2000 2001 2002

Designation Female Male Total Female Male Total Female Male Total

AO1 4 1 5 1 1 2 - - - AO2 11 1 12 5 1 6 5 0 5 AO3 4 0 4 10 1 11 3 1 4 AO4 14 2 16 11 3 14 7 1 8 AO5 5 1 6 1 1 2 - - - AO6 11 4 15 18 4 22 6 1 7 AO7 4 7 11 7 7 14 5 5 10 AO8 5 2 7 3 2 5 2 2 4 EO1 1 1 2 2 1 3 1 1 2 ECO1 1 2 3 - - - 1 1 2 ECO2 - - - 1 2 3 0 1 1 ECO6 0 1 1 0 1 1 0 0 0 P2 0 1 1 0 1 1 - - - TAT 0 1 1 - - - - - -

Sub-Total 60 25 85 59 25 84 29 12 41 TAT

(sector-wide) 36 33 69 - - - - - -

TOTAL 96 58 154 59 25 84 29 12 41



STAFF DEVELOPMENTThe total cost of staff attending training courses during the years was $35, 887.Staff at all levels are encouraged to further their knowledge and skills throughaccess to a variety of learning opportunities such as conferences, on the job training,seminars, short courses and assistance with formal studies

During the reporting period staff were particularly encouraged to attend theIntroduction to Accrual Accounting sessions and Output Specification andManagement.

Womens Development Programs were attended and included Springboard andDiscovery.

The Leadership Development Programs has three participants from this Office,one (1) attending the Executive Development Program and two (2) attending thePublic Sector Management Program.

The Office continued to sponsor staff attending a variety of local seminars andalumni sessions with keynote speakers such as Phillip Adams, Richard Neville,Stephen Alexander, and Dexter Dunphy.

Ten Applications for study assistance were supported in fields such as Psychology,Master of International Management, Master of Business Management and Law.Nine (9) through the Northern Territory University and one (1) external. Thetotal cost of studies assistance was $12,035.

Attendance at local seminars and interstate conferences assisted staff to keepabreast of current and emerging trends in human resource management issues.

PERFORMANCE MANAGEMENTDue to the review of the Office and the outcome not being known until March2002, formal performance reviews were not conducted during the year, althoughDirectors and Managers provided informal feedback to their staff.



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EQUAL EMPLOYMENT OPPORTUNITYThe Office is fully committed to the principles of equality of opportunity withinall areas of employment, promotion and professional development.

This commitment extends to all current employees through access to employmententitlements as well as to potential employees by ensuring that equal opportunityprinciples are applied during all recruitment and selection processes.

The Office values the diversity of the employees. Productivity and creativity ofthe Office is enhanced by the involvement of a diverse range of employees andmaking full use of those differences contributes to good business managementpractices.

The Office promotes itself as a family friendly organisation and promotes theavailability of flexible work practices.

There were no reports of sexual harassment, grievances or promotion appealsduring the reporting period.

OCCUPATIONAL HEALTH AND SAFETYDuring the reporting period three workplace inspections were conducted followingrequests from staff who were experiencing discomfort while at their workstations.All recommendations were addressed.

Three accidents were reported during the year, with appropriate action taken toreduce the possibility of the accident re-occurring. No motor accidents involvinggovernment vehicles were reported.

The Occupational Health and Safety Committee continues to meet monthly andremains committed to ensuring that employees are briefed on Occupational Healthand Safety issues.

INDUSTRIAL RELATIONSNo Industrial relations matters arose within the Office in the reporting period.



Support of graduate training, cadetships and traineeshipsThe Office continues to support the development of young Territorians asemployees through structured employment and training programs such ascadetships, traineeships and graduate programs.

The Office provided on the job training and support for one graduate trainee, andone Aboriginal and Torres Strait Islander Cadet.

Our prizes, awards and scholarshipsThe Office provided sponsorship in the following initiatives:• sponsorship of the IPAA Web Wage• financial sponsorship of Year 12 E-team project group• ongoing assistance with the establishment of a Chair of Governance at

the NT University• two awards in recognition of academic excellence at the Northern Territory

University• awards for Equity and Diversity (co-sponsored with the Institute of Public

Administration Australia, NT)

The 2001 Equity and Diversity Awards were based on an “Open Theme” andnominations included single and ongoing initiatives that incorporated the principlesof equity and diversity.

The following nominations were the winning entries.

• SMALL AGENCY OR REGIONAL OFFICE WINNERAboriginal Interpreter Service, Office of Aboriginal DevelopmentThe NT’s Aboriginal Interpreter Service (AIS) celebrated its one-yearanniversary in April this year. This was a brand new service that hit theground running. A small team of four people, supported by a number ofNTPS agencies has been very successful in offering a full service in largelyunchartered territory.

• OPEN CATEGORYDharuk Bakmaram, Department of EducationThis is a schools north project with the major objective of providingShepherdson College at Galiwin’ku on Elcho Island, an opportunity tosignificantly improve the schools management and teaching practices.



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• SPECIAL WINNER (FOR CROSS AGENCY CO-OPERATION)Project Employment for Intellectually Impaired People, Parks andWildlife CommissionParks & Wildlife is the first agency to offer permanency to a personemployed under the program, Project Employment for IntellectuallyImpaired People. Under the supervision of Dr John Woinarski and histeam, and in partnership with Project Employment, (a commonwealthfunded organisation specialising in the placement of people with anintellectual disability), Charmaine Tynan has become an important memberof the unit. The Commission is to be rewarded for their vision in workingwith and developing Charmaine to the extent that she now fulfills avaluable role.

• ENCOURAGEMENT AWARD - SPECIAL AWARD THIS YEARWindows into the Organisation, Department of Transport and WorksTransport and Works actively supports positive initiatives and outcomesunder their Diversity Policy and one such initiative is “Windows into theOrganisation. The judges wanted to acknowledge this innovative initiativeand encourage Transport and Works to further develop and entrench thisstrategy into the organisations framework.



Performance ReportsPerformance ReportsPerformance ReportsPerformance ReportsPerformance ReportsReport against future directions 2000/2001

In the 2000/2001 Annual Report 10 key issues were identified as immediate futureissues of focus for the Office. As a result of the transfer of the property managementfunction to the Department of Corporate and Informations Services (DCIS), 9issues remained relevant to this Office. Those issues and a summary of progressachieved are highlighted below.

1. Identify and develop, in partnership with agencies, human resource management strategies linkedto the strategic directions of the Government’s policy platform

During the reporting period the Employee Relations Group assisted a number ofagencies with the development of human resource strategies which facilitated theachievement of Government policy objectives. Significant amongst these wasservice and advice to agencies during the implementation of the New Public SectorAgency Arrangements. The Group also provided comprehensive organisationalchange consultancy services to agencies and conducted sector-wide reviews ofindigenous employment strategies, remote locality working conditions andProfessional classification issues.

2. development of policy options to ensure all public sector enterprise bargaining agreements accordwith Government strategic directions and budget limitations

Enterprise bargaining negotiation remains a major factor in achieving workplacereform and securing salary increases for public sector employees. Two newcertified agreements were negotiated and finalised for the teaching and nursingprofessions during 2001/2002. The agreements meet the twin objectives ofachieving Government policy goals and providing competitive salaries andconditions within the currently difficult fiscal operating environment.

3. sourcing of national and international expertise in both human resource management and adultdevelopment practices

The Employee Relations Group maintains a watching brief of national andinternational developments in human resource management strategies throughthe attendance of employees at conferences and seminars conducted by visitingnational and international speakers. Members of the Office attended conferencesand other forums including:



23

� HR Directors’ Conference� “Getting Down to Business” - Conference� Generating Service Delivery Outcomes in Aboriginal Communities” –

Conference.

National and international consultants were engaged to present at a suite ofpresentations, workshops, and programs to give the NTPS exposure to leadingedge contemporary leadership and management thinking, including developmentsin Public Administration and Governance. These processes introduceorganisational, environmental, cultural and social factors into the frame ofrefernce. They also explore influential leadership theories and promote thinkingabout the impact of power, infulence and politics on leadership.

4. development of policies that emphasise equity, diversity and flexibility of employment conditions,including career management for Aboriginal and Torres Strait Islander people, trainees andcadets.

2001/2002 saw a renewed emphasis on equity and diversity in the Public Sectorwith a range of initiatives including the development of the Strategic and Diversityand Outcomes Framework and completion of the Review of the AboriginalEmployment and Career Development Strategy.

New employment arrangements for Indigenous Cadets were implemented in linewith the National Indigenous Cadetship Program as well as the restructuring ofterms and conditions of employment for New Apprenticeships. The Office alsodistributed an extensive information package to agencies on early career programoptions in the Public Sector.

5. development of policy options addressing productivity and employee relations, includingworkloads and remote area service issues

During the reporting period the Remote Localities Working Party conducted amajor review of remote locality working conditions across the Public Sector.The review recommended a number of reforms and improvements to remotelocality employment incentives.

Major changes to the management of redeployment were also implemented in2001/2002 resulting in a decrease in declared redeployees across the Public Sector.



6. designing and developing modern adult learning programs to meet the ‘people’ component ofagency capability plans, including linking of common development needs across agencies

During the reporting period a number of learning and development programswere developed that aim to address gaps in the organisational capability of theNTPS. These programs introduced a wide range of stimulating and thought-provoking material. Theoretical models are grounded in real life and real timedilemmas through case studies from the public and private sectors. Throughoutthe programs learners are encouraged to reflect on their own behavious and theresearch material to improve their effectiveness in achieving organisational goals.

7. development of flexible learning (on line processes) that recognize the territory’s uniqueness fordistance

Funding was received to develop a learning management system to deliver distanceonline courses. This required the provision of a training course to use Web CTtools and manage participants of the program.

This program will provide a rich source of information and the basis to create andcustomise syllabi within the Web CT Program environment to deliver apersonalised online learning experience for the individual or group.

8. development of programs that foster a culture of continuous learning, leadership and successionplanning across and within agencies

Delivery of Public Sector Programs including Executive Development (Mastersdegree) Leadership Development Program (Graduate Diploma) and Public SectorManagement Program (Graduate Certificate). This includes lifelong learningstrategies.

9. development of programs that expose NTPS employees to the thinking and tools that encouragethem to manage their own careers from entry to exit.

Designing delivery and monitoring of contemporary leadership programs and toimprove organisational capability and achievement of personal career goals.

Opportunities through strategic consulting and workshops that enhance theorganisational capability across the whole of the Public Sector.



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Activity reportsThe six business areas of the Office of the Commissioner for Public Employmentfall within two activity/budget output groups, as depicted below.

Corporate Management• Corporate Support• Information Management

Employee Relations and Development• Executive• Employee Relations• Leadership Development & Strategic Consulting• Promotions Appeal Board & Grievance Review

This section provides:• detailed information on each business area’s budget allocation and

expenditure• the Outcomes and Outputs to which they contribute• details of the activities and budget associated with each Output to achieve

the Outcomes.

Budget Allocation and Expenditure



Expenditure-output group/activity

Expenditure-outputs/activities

Expenditure total

$5.938M



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CORPORATE MANAGEMENT

OCPE OUTCOME D:OCPE operates within fiscal and policy parameters to achieve our core business

Corporate Management provides a comprehensive and diverse range of corporatesupport and information management services to all business areas of the agency.These services are instrumental in supporting business units’ achievement ofagency outputs. As noted in the Financial Report (page 73), this activity does notappear as an output and under the new financial performance framework isdescribed as an input, with budget and expenses distributed across the outputs atthe end of each month.

While detailed reporting resulting from the services provided by this activity hasbeen provided in both the agency (page 7) and financial report (page 73) sectionsof this report, key achievements and highlights are provided in this section.

CORPORATE SUPPORT– Actual expenditure $0.842M

Strategy 1.All business operations, including budget management demonstrate leadership and continuousimprovement.Strategy 2.Provide cost effective employment and financial support through services that are efficient,relevant and meet business needs.

• Finalised a major review of the budget to achieve identified savings in2001/02 and 2002/03 budgets.

• Completed a review and reallocation of TRIM licences following therestructure of the Office. Sufficient number of licences to cover all staffhave been identified in preparation for moving towards full electronicrecordkeeping.

• Finalised identification and migration of all records relating to the propertymanagement function to DCIS.

• Implemented myHR, enabling all staff to have access to the onlineemployee self-service module of the Personnel Information and PayrollSystem (PIPS).

• Managed the Working for Outcomes Project resulting in:• relevant staff attended training• office representation on Small Agencies Reference Working Group• kept staff Informed• set up new output structures, targets and performance measures



• established new debt and account management recording practicesin preparation for accrual accounting

• Case management of redeployees identified as a result of theimplementation of the new Public Sector Agency Arrangements

• Created new asset database to record all portable, attractable items thatare not included on the DCIS asset register.

• Implemented the TRIPS system to enable staff to submit online travelrequisitions.

• Revenue of $0.976M was collected with only $15,735 overdue at the endof the financial year.

Strategy 3. Develop and implement a risk management plan

As noted on page 16 the agency section, the planned Business Risk Assessmentand Audit review has been deferred until 2002-03.

INFORMATION MANAGEMENT – Actual expenditure$0.491M

Strategy 4. Develop and implement an information management framework.

• Monitored development of all information products produced by thebusiness areas to ensure a consistent and professional corporate standardwas maintained and cost effective production achieved.

• Arranged development, production and distribution of informationproducts both in print and electronic media, allowing all Northern TerritoryPublic Sector employees to have access to timely and accurate information.

� 15 Enterprise Bargaining bulletins� 4 NTPS Bulletins� Redeployment information website� NTPS Job vacancy and career information website

• Commenced redevelopment of website. Completion was deferred pendingfinalisation of Office administrative location and governance review. Dueto be completed 2002-2003.

• Commenced development of a staff-only website, due for completion July2002.

• Provided advice to the Department of Corporate and Information Servicesto support the development and implementation of sector wide policies,



29

particularly in regard to the implications of outsourcing and privacyprotection of employee information.

• Managed the support and maintenance of the Office’s local area network(LAN)

� Initiated and monitored project to transfer business data andsystems users affected by the transfer of functions to DCISresulting from the implementation of the new agencyarrangements. Due to be completed November 2002.

• Ensured the provision of an efficient and appropriate InformationTechnology environment that supported the delivery of services by theagency, including continued timely and accessible communication withregions

• Successfully managed the transition to outsouced delivery of desktop andLAN services.

� Monitored provision of services against agreed service levelstandards.

• Coordinated the enhancement and development of numerous businessdatabases, to support the effective delivery of services by the agency:

� Executive – Ministerial Register, Cabinet Decisions,Executive Contracts

� Leadership Development & Strategic Consulting- Coursetracking , task management

� Corporate Support– Human Resource Training andDevelopment

• Provided new staff with an induction on the appropriate use of the fileserver and desktop devices and the use and storage of electronicinformation on the file server and record management practices

• Provided advice and guidance to Corporate Support records staff on useand review of the Office Thesaurus.

• Reviewed use and allocation of information technology hardware andsoftware to identify and achieve required savings.



EMPLOYEE RELATIONS AND DEVELOPMENT

EXECUTIVE – Actual expenditure $0.516MThe Executive unit is responsible for determining the overall strategic directionand policy framework for the Agency; directing and coordinating the operationsof the agency; ongoing monitoring of Agency performance; and providing adviceto Government and CEOs. The provision of a regional advisory services is alsoincluded.

Detailed reporting of the services provided in executing the functions of theCommissioner, as the statutory employer of all NT public sector employees, isprovided in the performance activity reports of the other business areas of theOffice. Unique key achievements and highlights are provided in this section.

OCPE OUTCOME A: Government provided with comprehensive and impartial advice onemployment policies.

OUTPUT GROUP:EMPLOYEE RELATIONS AND DEVELOPMENT

Strategy 1. Advise the Government on employment matters.Strategy 2. Act on Government decisions.Strategy 3. Ensure there is a relevant best practice employment framework for the NT PublicSector.

Government Policy Platform: Public SectorGovernment Policy Platform: Industrial RelationsGovernment Policy Platform: Aboriginal Affairs

• Provided advice to Government, chief executive officers, unions anddesignated employee liaison officers and employees generally onemployment issues including change management practices, redeploymentand redundancy arrangements as a result of the implementation of thenew public sector agency arrangements.

• Presented briefings and presentations for regional staff relating to employeedevelopment and employment conditions.

• Provided regional advisory services to employees relating to employmentissues and effective management and development initiatives. This hasincluded the provision of advice on recruitment, redundancy arrangementsand labour inspectorate matters.

• Provided on-going support to the Alice in 10 projects .• Responded to 74 Ministerials received from the Minister and generated

194 Ministerials for consideration by the Minister. The most frequentsubjects included:



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� Employees’ terms and conditions of employment, in particularlong service leave and maternity leave

� Career development, such as graduate programs, part-timeemployment, vacation employment and executivedevelopment programs

� Grievances� Public sector staffing levels� Legislation amendments� Property management (function has now transferred to DCIS)

Provided comments and advice in response to 55 draft cabinet submissions.

EMPLOYEE RELATIONS – Actual expenditure $2.047M

OCPE OUTCOME B: Positive and relevant employment framework for the Northern Territory.OUTPUT GROUP: EMPLOYEE RELATIONS AND DEVELOPMENT

Strategy 1. Support statutory functions

Government Policy Platform: Public Sector1. The employment of a Commissioner for Public Employment as the statutory employer of all NT

public sector employees.5. An independent and impartial public sector.7. The establishment of proper grievance and appeal mechanisms independent from the employer and

Chief Executive Officers.

DeterminationsThe Public Sector Employment and Management Act empowers the Commissionerfor Public Employment with the authority to make determinations on all matterspermitted by the Act. During the reporting period the Commissioner issued 12General Series Determinations including:

• implementing salary and allowance increases across the sector inaccordance with various Certified Agreements,

• reviewing and updating annual allowances provided for under the PublicSector Employment and Management By-laws,

• authorising definitions for ‘recognised employers’ to allow Chief ExecutiveOfficers to recognise prior service for long service leave purposes; and



• establishing terms and conditions of employment and salaries for NTPSApprenticeships.

A total of 86 restricted Determinations, applicable to classes of employees andindividual employees, were made, including:

• payment of various allowances in recognition of specialist skills andadditional responsibilities, and employment incentives such as re-entryfor nurses and market allowances to secure specialist medical services,

• authorising salary maintenance and incremental advancement forindividual employees,

• implementing salary increases for Executive Contract Officers equivalentto general increases under Certified Agreements,

• establishing terms and conditions of employment for Northern TerritoryPublic Sector employees undertaking duties in East Timor, healthspecialists and the VIP Fleet Drivers within the Department of the ChiefMinister,

• authorising the utilisation and flexible treatment of leave provisions; and• establishing a career structure for Aboriginal Health Workers with the

Department of Health and Community Services.

Public Sector Instruments

Existing Public Sector Instruments delegating specific powers of the Commissionerunder the Public Sector Employment and Management Act to Chief ExecutiveOfficers remain current. No Public Sector Instruments were issued for 2001/2002.

There was one Instrument of Transfer approved during March 2002 to facilitateimplementation of the Northern Territory Government’s New Public SectorArrangements. The transfer of staff to the new agencies was implemented as abulk transfer once the amalgamation of agencies was finalised.

Job Evaluation System

The Commissioner is responsible for developing uniform systems, standards andprocedures for the determination of designations for employees of the NorthernTerritory Public Sector. The Mercer Cullen Egan Dell Job Evaluation System(JES) was implemented in 1991 and remains the primary job classification systemoperating in the Public Sector. The Department of Corporate and Information



33

Services maintains day to day administration of the JES with the Office retainingoverall policy responsibility for the system.

Annual audits are performed in accordance with the licensing agreement with theproprietors of the JES. The 2001/2002 audit examined 53 jobs. Of these, 12 jobs,including three in Alice Springs, were identified by the auditors for detailed jobanalysis audits and, for the first time, the auditors traveled to Alice Springs forthis component of the audit.

The detailed job analysis audits confirmed:• the quality of the Job Analysis Questionnaires;• the integrity of the evaluation results for all the jobs

Overall the audit found that:• the level of missing documentation was lower than previous audits,• the quality of documentation remains sound; and• 94% of the evaluation profiles were satisfactory.

Separate from the annual audit, the Office’s quarterly internal auditing processesidentified an increase in anomalies associated with recording, administration andevaluation of jobs. However it is difficult to judge if this trend would havecontinued, as quarterly reporting was suspended for the rest of the year due to thecomplexities associated with the amalgamation of agencies.

During the latter part of the financial year a work evaluation system based on thecurrent JES was established for nursing staff. The introduction of the systeminvolved the training of nursing staff as evaluators, the development of draft pointsboundaries and the development of proposed costings in relation to the translationof positions from the existing nursing structure to the new structure.

A review of Accredited JES Evaluator Trainers within the NTPS resulted inarrangements being put in place to increase the number of trainers.

Redeployment and Redundancy

A total of 170 redundancies were accepted across the Public Sector during thereporting period, some of which resulted from the finalisation of outsourcing ofinformation technology support, the continuing commercialisation of the Powerand Water Authority, and the restructuring of areas within agencies.



Inability and Disciplinary Appeals - Secretariat

The Office provides secretariat services for inability and disciplinary appealspursuant to the Public Sector Employment and Management Act. Appeals areheard and determined by independent appeal boards comprising an independentchairperson who is an experienced legal practitioner, a person nominated by theCommissioner and a nominee of the prescribed employee organisation. Statisticsdetailing inability and disciplinary proceedings across the Public Sector areprovided within the State of the Service section of this Report.

Recruitment

During the previous twelve months 109 submissions were received for section30(1)(b) selection without advertising approvals, of these 79% were approved,22% of which were a direct result of restructuring processes undertaken byagencies.

Labour Inspectorate

The Office provides inspectorate and advisory services to employees andemployers pursuant to the Northern Territory Annual Leave Act, Public HolidaysAct and Long Service Leave Act.

Advice was provided in response to 458 requests for assistance by stakeholderswhilst two formal investigations under the Long Service Leave Act were conducted& completed during the reporting period. Both investigations were concludedwith the relevant employers meeting obligations under the Act. A further threelong service leave investigations and one annual leave investigation werecommenced during the reporting period and remain ongoing at year’s end.

The Office’s total number of Investigation Officers was increased to nine withthe additional appointments made by the Minister. The Office also arranged forthe Minister’s approval of regional public holidays for future show days until2005.

Tribunal Secretariat

Secretariat services are provided for the following industrial tribunals:• Police Arbitral Tribunal• Prison Officers’ Arbitral Tribunal• Senior Prison Officers’ Arbitral Tribunal



35

The Police Arbitral Tribunal was convened on two occasions during the reportingperiod for the certification of a consent agreement and a subsequent report back.Neither Prison body was convened during the period.

Strategy 2. Review and develop policies.

Government Policy Platform: Public Sector2. The Commissioner for Public Employment will ensure the consistent application of best

employment and management practices across all areas of public sector employment.3. Equal Opportunity11. Restoration of a career Public Sector, selected on individual merit, with the proper safeguards to

prevent discrimination, patronage or favouritism.12. Protection of the rightful role of the Public Sector as a fully professional provider of policy advice

and service delivery without fear or favour and uncorrupted by considerations of politicalinterference.

Government Policy Platform: Aboriginal Affairs2. The need for Aboriginal people to play the major role in policies and decisions affecting Aboriginal

people.4. Government programs and services should, wherever possible, be delivered by Aboriginal people

and Aboriginal agencies and should reflect the needs and aspirations of the Aboriginal community.5. Policy and programs should be consistent across government agencies.

Redeployment and Redundancy

As indicated in last year’s annual report, a Task Force was established by theCommissioner in May 2001 to consider issues regarding redeployment and torecommend strategies for its future management. Between May and July of 2001,the Task Force worked with the Office and agencies to place redeployees in jobsthrough a sector-wide matching process. This intervention strategy resulted inthe placement of 27 employees in that period. Additionally, the Task Forcerecommended that a further 19 employees be referred back to agencies for internalmanagement. This exercise had the support of all Chief Executives, and was madepossible through the cooperation of agencies.

The major recommendations of the Task Force were:• to apply stringent criteria to the notification of potentially surplus

employees• that agencies should manage internally employees affected by

organisational change• that there was clearly a requirement for better case management of excess

staff, which could include referral to external providers.



With the endorsement of the Employee Relations and Development CoordinationCommittee, the recommendations for the new arrangements were implementedas policy and practice throughout the sector in August 2001.

Concurrent with the introduction of the new arrangements, the Office alsodeveloped new redeployment material for employees and managers across thePublic Sector, including brochures, questions and answers as well as conductinginformation sessions for agencies.

Very few employees have been notified to this Office for redeployment since thattime, which would appear to indicate that the new arrangements have proven tobe manageable and effective.

Equity and Diversity

A major focus for the Office has been to promote and encourage Northern TerritoryPublic Sector agencies to include equity and diversity principles in their everydayworkplace practices. Equity and Diversity principles aim to:• appropriately recognise, utilise and remunerate the linguistic skills, cultural

knowledge and community contacts of staff• ensure government services meet the needs of people from diverse

linguistic and cultural backgrounds so that they can participate fully ineconomic, social and cultural life, and

• implement performance indicators for assessing if program outcomes havebeen achieved for staff and clients, consistent with stated objectives.

The Office continues to emphasise the importance of valuing workplace differenceand to promote a culture of workplace equity and diversity through the followingachievements.• development of a Strategic Equity and Diversity Outcomes Framework.• reviewed Project Employment, a program designed to improve access

and skills for people with intellectual impairments and assisted with thepermanent employment placement of these people.

• continued with the work of the Public Sector Consultative Council Equity,Diversity and Flexibility Standing Committee to develop sector wideworkplace initiatives for Equity, Diversity and Flexibility.

• recognising and rewarding contributions to best practice initiatives inmanaging workplace diversity through the annual Equity and DiversityAwards.



37

• facilitating the flow of current information across the sector via the EquityAdvisors Network.

Indigenous Employment

A major highlight for 2001 was completion of the review of the 1995-2000Aboriginal Employment & Career Development Strategy. The recommendationsarising from the review focused on four specific areas:• administration• recruitment• career development; and• retention of Aboriginal & Torres Strait Islander people in the Northern

Territory Public Sector.

Key findings of the review found that there are a number of strategies targetingAboriginal & Torres Strait Islander employment which are effective, and whichbring about positive, long term outcomes. These include:• cadetship programs• scholarship programs• apprenticeships; and• cross cultural awareness programs targeting all levels of employees within

an organisation.

The Office also developed a new partnership agreement with the Department ofEmployment & Workplace Relations under the National Indigenous CadetshipProgram. Indigenous Cadetships have been available in the Public Sector since1999 with 35 cadets joining the program from its inception. There are currently29 cadets participating, with the first main intake expected to graduate from theirstudies at the end of 2002.

Other policies

The Office reviewed and/or developed a range of policies during the reportingperiod. These included:

• preparation of a submission to the Review of Medical and AssociatedInterventions in the Workers’ Compensation System and the Review ofthe Northern Territory Work Health Act

• development of procedures to facilitate the movement of employeesbetween the Public Sector and Ministerial offices



• review of Executive Contract termination procedures• the establishment of a project group to review current information on

performance management in the Public Sector

Strategy 3: Research and analyse emerging trends and issues on work and employment.


employment and management practices across all areas of public sector employment.

The Office closely monitors national and international trends and issues inemployment and administration in ensuring best practice people managementpractices. This analysis assists in identifying external trends, constructivelyquestioning the status quo and examining new ways of initiating improvementand innovation within the Public Sector. Examples of activities undertaken duringthe reporting period include:• the research and examination of strategic human resource practices in

overseas public sectors including New Zealand, Canada, Britain, Franceas well as Australian interstate public sectors

• research into the implications of the introduction of bargaining fees fornon-union members

• research and discussion with interstate jurisdictions regarding the functionsand structures of Ombudsman’s Offices.

• identifying and responding to national trends in the area of equity anddiversity eg possible new maternity leave provisions.

International Labour Organisation

The Office ensures that the Northern Territory Government meets its obligationsto the International Labour Organisation. During the period the Office providedadvice and formal Article 19 reporting to the Department of Employment andWorkplace Relations relating specifically to:• Health and Safety in Agriculture• Protection of Wages• Worst Forms of Child Labour• Occupational Health and Safety

In addition to this, the status of 16 other ILO Conventions was reviewed for thepurpose of providing the Department of Employment and Workplace Relationswith Article 22 reports.



39

An update on the status of ILO Convention 155, Occupational Safety and Healthwas provided to the Minister in response to an enquiry from the ACTU.

The ILO Technical Officer attended the ILO Technical Officers’ Meeting in March2002 where State and Territory representatives provided an overview of ILOcompliance on a range of Conventions.

Strategy 4: Provide advice to government on the employment framework


employment and management practices across all areas of public sector employment.5. An independent and impartial public sector.12. Protection of the rightful role of the Public Sector as a fully professional provider of policy advice

and service delivery without fear or favour and uncorrupted by considerations of politicalinterference.

A key function of the Office is the provision of expert advice to Government onemployment and management issues affecting the public sector and broaderindustrial relations issues of relevance to the Northern Territory. This advice iscrucial to effective government decision making. A diverse range of advice wasprepared for Government over the period, including:• feasibility of a long service leave portability scheme for the construction

industry.• operation and participation in the Commonwealth Government’s Employee

Entitlements Support Scheme.• advice to the Chief Minister in preparation for the Leader’s Forum (Council

of Australian Governments).• briefings on various industrial relations matters including, Safety Net

Review 2002 Wage Case, Reasonable Hours Test Case, paid maternityleave and enterprise bargaining in the Northern Territory Public Sector.

• briefings on employment issues arising for the implementation of the NewPublic Sector Arrangements.

• submission to the Chief Minister on the Royal Commission into theBuilding and Construction Industry.

• regular briefings to Government on Public Sector staffing statistics.

Strategy 5: Provide advisory services to Chief Executive Officers and agencies on employmentmatters


employment and management practices across all areas of public sector employment.



11. Restoration of a career Public Sector, selected on individual merit, with the proper safeguards toprevent discrimination, patronage or favouritism.

12. Protection of the rightful role of the Public Sector as a fully professional provider of policy adviceand service delivery without fear or favour and uncorrupted by considerations of politicalinterference.

The Office provided specialist advisory services to Chief Executive Officers andagencies on a broad range of employment matters. This is a major component ofthe Office’s activities, particularly within the context of continuing organisationalchange, such as that arising from the implementation of the New Public SectorArrangements. Some of the more significant issues included:• advice on administrative levels structures of the (then) Attorney General’s

Department.• promoting and encouraging Flexible Work Practices – a series of brochures

launched to assist the innovative use of family friendly policies in agencies.• produced and distributed the Equity and Diversity Newsletter.• advice to the Department of Corporate and Information Services in relation

to the formulation of standard operating procedures for the processing ofemployment conditions.

• contributing to the development of and participation in the Sector WideInduction Program.

• advice to Department of Health and Community Services line managerson managing industrial relations issues in the workplace.

The Office provides ongoing consultancy services, on request, to Chief ExecutiveOfficers wishing to review their organisations in order to achieve their plannedoutcomes and respond to ongoing change in the workplace.

The advice provided may range from a total review of review of the agencystructure and employee relations systems to a more specific objective, eg analysisof the work value of a particular work unit or individual job. In all cases maximumagency involvement is sought and the work is usually undertaken as a joint OCPE/ agency project.

Over the reporting period consultancies have been provided to:• the Ombudsman and Health and Community Service Complaints

Commission to examine workloads and develop new structures andoperating systems with the objective of achieving greater effectiveness atreduced cost.



41

• Review and develop more flexible operating systems for the Departmentof the Chief Minister (Government Drivers).

• Review of the Northern Territory nursing career structure and provisionof recommendations in conjunction with the Department of Health andCommunity Services

• Review of OCPE corporate services and rationalisation of resources forproposed merge with Northern Territory Employment and TrainingAuthority.

The Employee Relations group also maintains advisory service statistics to assistin measuring the Office’s outputs as they contribute to achievement of the Office’sdesignated outcomes as articulated in the strategic plan.

The following statistics summarise the Office’s results in this area.

MEASURE:Number of items of advice on employment terms and conditions and awards.Advisory Services Performance Measures – for 2001 - 2002

QuantityDuring 2001-2002, Employee Relations consultants registered 3287 pieces ofadvice provided to a range of clients.

In terms of the amount of advice provided, major areas of advice were Conditionsof Service 25%, Labour Inspectorate 11%, Recruitment and Selection 10%,Industrial Relations 7% and Redeployment and Redundancy 6% as shown inFigure 1.



The actual time spent providing the advice results in a different ranking, with themajor areas becoming Employment Statistics 20%, Conditions of Service 13%,Recruitment and Selection 8%, Industrial Relations 7% and Redeployment andRedundancy 7% as shown in Figure 2.

The majority of enquiries received by Employee Relations have been: via telephone66%, via e-mail 14% and via meetings 11% as shown in Figure 3.

The main agencies/organisations in receipt of Employee Relations advice wereDHCS 17%, Private Business 15%, DCIS 12% and OCPE 10% as shown in Figure4.

Note: OCPE (internal) denotes internal consultaion in order to arrive at a fully considered decision foradvice to agency staff



43

The main recipients of Employee Relations advice were Managers 36%,Employees 23%, Agency HRM 19% and External 15% as shown in Figure 5.

Timeliness

3266 pieces of advice (99.6%) provided by Employee Relations consultants werehandled in a timely manner, with 13 pieces of advice (0.4%) provided by EmployeeRelations consultants were listed as not meeting the timeframe (in most cases dueto the complexity of the matter) as shown in Figure 6.

Consultants spent 3396 hours giving advice. This indicates that approximately20% of the total time worked in Employee Relations was spent providing advice.

In terms of the most frequent time period advice is given – 56% of all EmployeeRelations advice is of a 15-minute or less duration.

The main agency recipients of advice that consumed the most time (out of the3396 hrs for the 2001/02 financial year) were: OCPE (1008 hrs) 30%, DHCS(386 hrs) 12%, DCIS (342 hrs) 10% and the Department of Chief Minister (167hrs) 5% as shown in Figure 7.



Note: OCPE denotes internal consultaion in order to arrive at a fully considered decision for advice to agency staff

The main recipients of advice that consumed the most time (out of the 3396 hrsfor the 2001/02 financial year) were: Managers (2016 hrs) 61%, Employees (475hrs) 14%, Agency HRM (428 hrs) 13% as shown in Figure 8.

Quality

98.9% of all clients were satisfied with the quality of advice provided byconsultants. 36 (1.10%) clients were rated as dissatisfied with the advice givento them as shown in Figure 9.



45

71% of queries answered by consultants were of a basic nature that took 1299 hrs(out of the 3396 hrs for the 2001/02 financial year) equivalent to 38% of the totaltime spent providing advisory services as shown in Figures 10 and 11.

In comparison, 29% of queries answered by consultants were of a complex naturethat took 2093 hrs (out of the 3396 hrs for the 2001/02 financial year) equivalentto 62% of the total time spent providing advisory services as shown in Figures 10and 11.



Strategy 6: Maintain a legislative frameworkGovernment Policy Platform: Public Sector1. The employment of a Commissioner for Public Employment as the statutory employer of all NT

public sector employees.2. The Commissioner for Public Employment will ensure the consistent application of best

employment and management practices across all areas of public sector employment.6. Coverage of all public sector agencies under the same NT Public Sector Employment legislation.

The Office is charged with responsibility for the following legislation:• Annual Leave Act• Long Service Leave Act• Police Administration Act (Part III)• Prisons (Arbitral Tribunal) Act• Public Employment (Mobility) Act• Public Holidays Act• Public Sector Employment and Management Act• Public Sector Employment and Management Act (Transition and

Savings)• Public Sector Employment (Interim Arrangements) Act

The Public Sector Employment and Management Act was amended in December2001 to facilitate implementation of the New Public Sector Arrangements.

The Police Administration Act (Part III) was amended in March 2002. Theamendments replaced the previous single member Police Arbitral Tribunal witha three-member body as well providing a role for conciliation in the disputesettling process.

Strategy 7: Provide representation on industrial relations matters

Government Policy Platform: Industrial Relations1. Support an industrial relations framework and systems that serves the interests of an efficient

economy with fair reward to the industry partners.2. Encourage enterprise based negotiations which focus upon achieving improved productivity in

work practices and management with fair reward to the industry partners.3. Support equal opportunity legislation. This will include protection from employment

discrimination on the basis of union or employer association membership.5. Negotiate broadly with the Unions in regard to public sector employment and industry

employment issues generally and where there is a perceived change in direction of theestablished structure to carry out a feasibility study represented by Government employers andunions prior to any change.

7. Negotiate with peak union and employer bodies in regard to national wage case submissions by



47

the Government with a view to securing an agreed outcome amongst the industry partners.10. Amendment of the Long Service Leave Act to provide portability of long service leave across

industries within the NT.

A major role of the Employee Relations Group is the provision of industrialrelations services and representation at the Australian Industrial RelationsCommission on behalf of the Public Sector. A broad range of activities areencompassed within the industrial relations function, including:• Award Simplification:

A total of nine Northern Territory Public Sector industrial awards weresimplified by the Australian Industrial Relations Commission (AIRC).

• Enterprise Bargaining:The Office conducted negotiations and concluded agreements in thenursing, teaching and blue collar/trades areas within the public sector. Anew agreement covering the Fire and Rescue Service remains outstandingand negotiations commenced for a new agreement for administrative andprofessional employees.

• Disputes:A number of industrial disputes arose over the year, with industrial actionmost notably occurring in the health, emergency services and educationsectors in relation to enterprise bargaining claims. The Office took actionthrough both the AIRC and the Federal Court.

• Unfair Dismissals:Three unfair dismissal claims were lodged during 2001/2002. Of these,one was resolved and two remain outstanding at year’s end.

• ACTU Living Wage Claim 2002:The Office prepared a submission on behalf of the Government in relationto the claim. The decision of the AIRC awarded an increase of $18 perweek to all award workers.

• Reasonable Hours Test Case:Submission prepared on behalf of the Government.

The Office is also responsible for coordinating a number of industrial joint workingparties which report to the Public Sector Consultative Council. Extensive workwas undertaken by the working parties during the reporting period including:• A review of remote locality working conditions across the Public Sector• A review of the Aboriginal Employment and Career Development Strategy• A review of Professional classification employment issues.



The Office conducted preliminary investigations and briefed the Government onthe implementation of a long service leave portability scheme for the constructionindustry.

Strategy 8: Maintain a stakeholder analysis

Government Policy Platform: Public Sector2. The Commissioner for Public Employment will ensure the consistent application of best employ-

ment and management practices across all areas of public sector employment.5. An independent and impartial public sector.11. Restoration of a career Public Sector, selected on individual merit, with the proper safeguards to

prevent discrimination, patronage or favouritism.12. Protection of the rightful role of the Public Sector as a fully professional provider of policy advice

and service delivery without fear or favour and uncorrupted by considerations of political interfer-ence.

Government Policy Platform: Industrial Relations5. Negotiate broadly with the Unions in regard to public sector employment and industry employment

issues generally and where there is a perceived change in direction of the established structure tocarry out a feasibility study represented by Government employers and unions prior to any change.

Government Policy Platform: Aboriginal Affairs2. The need for Aboriginal people to play the major role in policies and decisions affecting Aboriginal

people.

The Office ensures regular monitoring of our stakeholders’ needs and intereststhrough a range of consultative forums such as:

• The Public Sector Consultative Council:The Council is a consultative body for Public Sector agencies and unionsand provides a forum for the examination of general employment issuesof relevance to employees. A number of working parties report to theCouncil addressing issues such as: Indigenous employment, Professionalclassifications, remote localities, employee workloads and equity anddiversity matters.

• The HR Forums:Networking and information sharing opportunities for human resourcepractitioners across the Public Sector. Forums are held in both Darwinand Alice Springs.

• Regular meetings between agencies and unions on specific employmentissues.



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LEADERSHIP DEVELOPMENT & STRATEGICCONSULTING – Actual expenditure $1.830M

OUTPUT GROUP: EMPLOYEE RELATIONS AND DEVELOPMENT

OCPE OUTCOME C: Agencies’ capability to deliver on their core business is strengthened.

Strategy 1. Provide strategic consultancies on capability development to agencies

Government Policy Platform: Public Sector• Public Sector – principle/objective 2• Aboriginal Affairs– principle/objective 2• Business and industry– principle/objective 3, 8• Health and community services– principle/objective 1, 12, 13, 25

Consulted to address specific issues that developed the capabilities of the agenciesand employees regarding workplace relationships, work environment, leadershipprogram review, process engineering and action learning.

Partnered with agencies to provide workshops, which increased capacity ofagencies and employees in dealing with, strategic planning, communication,performance management, work environment and cultural change.

Strategy 2. Provide sector wide leadership programs that influence the performance of agencies

Government Policy Platform: Public Sector• Aboriginal Affairs– principle/objective 2, 4, 5• Education and training– principle/objective 4, 5• Business and economic– principle/objective 5, 6• Business and industry– principle/objective 3, 8• Health and community services– principle/objective 1, 12, 13, 25• Status of women– principle/objective 8, 10• Youth– principle/objective 1

Designed, developed and monitored contemporary leadership developmentprograms that enhanced organisational capability. Key leadership developmentprograms included:• Public Sector Management Program (Graduate Certificate),• Leadership Development Program (Graduate Diploma),• Executive Development (Masters degree).



Supporting functions included:• offering flexible delivery options where possible• fostering a culture of lifelong learning• institutionalising leadership at all levels of the organisation• assisting in the development of succession planning and workforce

development strategies• providing the opportunity for NTPS employees to have access to a broad

range of thinking and learning opportunities that empower them to managetheir own careers”



51

PROMOTIONS APPEAL BOARD & GRIEVANCE REVIEW- Actual Expenditure $0.212M

The program’s objective is to ensure merit, equity and fairness prevail withinpublic sector people management through the provision of an effective, impartialand independent mechanism for appeals and grievances.

The Promotions Appeal Board (PAB) operates as an independent body, however,for administrative purposes, it is located within the Office of the Commissionerfor Public Employment. The PAB establishes procedures for, administers andchairs all promotions appeal matters.

Grievance review (GR), investigating and reporting on requests for grievancereview lodged under section 59 of the Act, is undertaken on behalf of theCommissioner. Reviewing officer’s report to the Commissioner on review findingsand make recommendations for review outcomes.

Both appeals and grievances provide employees with the opportunity to seekredress against actions/decisions of agencies. PAB&GR independently andimpartially reviews practices and decisions, providing feedback andrecommendations for future action to both employees and agencies.

OCPE OUTCOME B: Positive and relevant employment framework for the NorthernTerritory.OUTPUT GROUP:EMPLOYEE RELATIONS AND DEVELOPMENT

Strategy 1. Support statutory functionsStrategy 2. Review and develop policies.Strategy 3: Research and analyse emerging trends and issues on work and employment.Strategy 4: Provide advice to government on the employment frameworkStrategy 5: Provide advisory services to Chief Executive Officers and agencies on employmentmattersStrategy 6: Maintain a legislative framework

Government Policy Platform: Public Sector5. An independent and impartial public sector.7. The establishment of proper grievance and appeal mechanisms independent from the employer and

Chief Executive Officers.

Promotions appeals

Tripartiate PABs independently and impartially determine promotion appeals onthe grounds of superior merit. From a total of 944 provisional promotions during2001/02, 74 promotion appeals were received, 19 of which were protective appeals.



During 2001/02 there were several lengthy appeal processes and including appealprocesses where both the parties to the appeal and/or the agency in which theprovisional promotion occurred sought to challenge the outcome of the appeal.

In response to one appeal, legal opinion was sought on the role and function ofthe Promotions Appeal Board, including the finality of any decision by the Board.Legal opinion confirmed that:• The decision of the PAB is final• The Commissioner does not have the power to cancel/overturn a decision

of a PAB; and• In accordance with s23(2), a CEO must comply with the PAB’s direction.

The legal opinion also concluded that:• The current practice for constitution of PABs is valid under that Act.• There could be improvement in the process for notifying promotions and

appeal rights.• The current PAB deliberation process is valid• The current process providing for separation of promotion appeal and

s59 grievance matters is valid under the Act.

Ongoing review and trend analysis indicates a continuance of trends identifiedlast year, specifically:• employees lodging both an appeal and a grievance thereby seeking to

address both the process and merit issues

Figure 11: Breakdown of appeals received by Promotion Appeals Board 1998/1999 1999/2000 2000/2001 2001/2002 Appeals carried over 8 1 15 2

Permanent promotion appeals 118 68 24 49

Temporary promotion appeals 1 1 2 6

Protective appeals 0 13 11 19 Total 127 83 52 76

Figure 12: Resolution of appeals determined by Promotions Appeals Board 1998/1999 1999/2000 2000/2001 2001/2002 Allowed 1 2 0 3

Disallowed 64 27 13 20

Vacancy Re-advertised 1 7 7 0

Withdrawn 45 21 12 13

Lapsed/Cancelled 15 11 18 13

Total Appeals Resolved 126 68 50 49

Appeals carried over 1 15 2 27



53

• parties seeking to further argue the case, following the Board’sdetermination, through correspondence after the event.

Grievance reviewPAB&GR handled a total of 79 grievances under section 59 of the Act whichenables employees to request the Commissioner to review grievances related totreatment they have received whilst employed in the NTPS. Section 59 alsoincludes failure to take action or make a decision.

All section 59 grievance reviews are dealt with impartially and independently.Where the Commissioner had involvement in the matter or previous dealingswith the employee that might lead to perceptions that consideration of the grievancecould be partial, the matter was delegated to an impartial CEO for consideration.

During the year15 grievances were referred back to agencies for attemptedresolution within the agency.

The most frequently given reasons for lodging a grievance were:• Flawed selection process• Harassment, bullying, victimisation• Denial of natural justice; and• Conditions of service matters



Advisory activitiesPAB&GR provided advice in response to telephone enquires including:• 458 relating to appeal matters• 385 grievance matters• 133 other issues including general recruitment, selection processes,

conditions of service.• 131 issues requiring a more detailed response.• For a total of 1107 telephone enquires.

PAB&GR participated in training and briefing sessions providing information onpromotion appeal and grievance review process and procedures.

PAB&GR continued to make available brochures (on appeals, grievance reviews,and writing a job application) to increase employees’ awareness of their conditionsof service and applicants of how to prepare better job applications.

Secretariat servicesAdministrative support staff provided effective and efficient services in relationto:• the receipt and scheduling of appeals,• the collection, compilation and viewing of documents• the convening of Boards and• the collection of statistics.

Figure 14: Result of Section 59 grievances 1998/1999 1999/2000 2000/2001 2001/2002 Grievances carried over 9 15 9 20 Grievances lodged/formalised 50 44 48 59 Total grievances handled 59 59 57 79 CPE confirmed agency action/decision 30 25 18 39 CPE directed agency to refrain or take action

3 8 3 9

CPE confirmed unfair treatment 5 2 7 5 Grievance withdrawn/lapsed/referred to agency

6 13 8 9

CPE declined to review grievance 0 2 1 3 Total Section 59 grievances finalised 44 50 37 65 Grievances on hand at end of period 15 9 20 14

Figure 15: Result of grievances referred to agencies 1998/1999 1999/2000 2000/2001 2001/2002 Carried over 2 6 0 5 Received during the period 17 11 22 10 Total RBA grievances 19 17 22 15 Resolved 6 9 8 2 Withdrawn/lapsed 3 0 5 2 Became Section 59 grievances 4 8 4 3 Total RBA grievances finalised 13 17 17 7

RBA grievances on hand at end of period 6 0 5 8



55

Administrative support staff advised recruitment officers when no appeals werereceived in relation to provisional promotions, allowing the selection process tobe finalised.

PAB&GR liaised with agencies and individuals about appeal and grievance mattersand organisation of the administrative functions associated with appeals andgrievances.

A new process for the collection and interpretation of PAB&GR statistical datawas created. It should be noted that this new process identified and correctedanomalies in previous Annual Report statistics, which are reflected in the 2001/2002 Annual Report statistical information.



Future directions 2002/2003The following policy initiatives, as identified in the 2002/03 Budget paper,represent issues that will be the focus of the Office in the coming financial year:• Developing, in partnership with agencies and Government, appropriate

human resource management strategies to advance the economicdevelopment strategy for the Northern Territory as contained in Buildinga \Better Territory, to ensure a responsive Northern Territory Public Sector(NTPS).

• Negotiating new public sector enterprise bargaining agreements in accordwith Government strategic directions and budget limitations.

• Identifying and introducing national and international expertise in humanresource management, organizational development and adult developmentpractices to help inform the NTPS of emerging contemporary practicesthat have application in the NTPS.

• Implementing and evaluating policies and practices that emphasise equity,diversity and flexibility of employment conditions, including careermanagement for Aboriginal and Torres Strait Islander people, trainees,and cadets.

• Implementing and evaluating modern adult learning programs that meetthe needs of the NTPS and agencies.

• Developing flexible learning options and management support systemsthat recognize the Territory’s unique needs for distance management anddevelopment.

• Ongoing development of programs that foster a culture of continuouslearning, Quality Management, leadership and workforce planning withinagencies.



57

State Of The ServiceState Of The ServiceState Of The ServiceState Of The ServiceState Of The Service

IntroductionSection 18(1) of the Public Sector Employment and Management Act (The Act)requires the Commissioner to report annually on:

• the extent to which observance of the prescribed principles of humanresource management have been achieved in the Public Sector over theperiod to which the report relates, and include reference to

� measures taken to ensure observance of the principles,� any significant breaches or evasions of the principles detected

by or brought to the attention of the Commissioner.• Measures, if any, taken to improve human resource management in the

various agencies;• The extent to which disciplinary, redeployment and inability procedures

were invoked in the Public Sector;• Those matters specified in section 28(2) in so far as they relate to the

Commissioner’s office; and• Such other matters, if any, as are prescribed.

Prescribed principles and code of conductThe principles of:• Public administration and management,• Human resource management, and• The Public Sector Code of Conductare detailed in Part 2 of the Public Sector Employment and ManagementRegulations.

Principles of human resource managementThe principles of human resource management as they apply to the NorthernTerritory Public Sector are:a) the selection of persons to fill vacancies in the Public Sector shall be on

the basis of merit;b) human resource management actions shall be taken in such a manner as

to ensure the exclusion of nepotism, patronage, favouritism and unlawfuland unjustified discrimination on any ground in respect of all employeesand persons seeking employment in the Public Sector;



c) employees shall be treated fairly and shall not be subject to arbitrary orcapricious administrative acts;

d) human resource administration and management in the Public Sector shallbe consistent with the principles of equal employment opportunity;

e) employees shall be –• afforded reasonable, independent avenues of redress against

improper or unreasonable administrative acts,• afforded reasonable access to training and development, and• remunerated at rates commensurate with their responsibilities.

These principles of human resource management are complemented by a Code ofConduct, issued as Employment Instruction Number 13 under the authority ofSection 16 of the Act which provides more detailed guidance on the rights anddelegations of employees.

The Code of Conduct deals with matters of ethics and accountability, issues thathave received increasing attention across all State and Territory public sectors.The Commissioner’s Office is represented on an ethics working group establishedby the Australian and New Zealand Public Service Commissioners.

Links between the principles of human resource managementand agency values and objectives

Since introduction of the Act in 1993 heralded a new direction in employmentrelations in the NTPS, there has been an increasing recognition that responsibilityfor applying the principles rests with Chief Executive Officers (CEOs) andmanagement of each agency. It is therefore critical that the Commissioner forPublic Employment and his staff establishes strong and constructive relationshipswith CEOs and agency staff concerning the development and establishment ofprocesses to apply the principles effectively. This partnership is fundamental tothe ongoing health, morale and productivity of the sector.

In developing the partnership between the Commissioner’s Office and agencies,it is recognised that many agencies, as a result of recent amalgamations are in theprocess of readjusting and/or developing objectives, values and processes toenhance the delivery of services decreed by Government. The Act’s principlesand Code of Conduct provide a framework for integrating the diverse objectivesand values across the sector. A diversity of organisational cultures is appropriatewhen these are designed, supported and managed to ensure that essentialgovernment objectives are met.



59

The reporting frameworkWhilst the Act requires the Commissioner to report on application of the principles,CEOs are responsible for the processes underpinning their application.Comprehensive reporting against the Employment Instructions is the major, butnot the only, means by which the Commissioner can assess employment relationspractices within the Sector. The agency annual reporting statement provides acritical and comprehensive summary of the measures to improve management ofpeople within an agency.

A reporting framework has been progressively developed since the Act came intoeffect in 1993. The major components are summarised below.

COMPONENT METHOD OF COLLECTION SOURCE

Quantitative data

Statistical data collected electronically

DCIS, agencies

Qualitative data Self assessment and reporting against key indicators

Commissioner’s visits to agencies

Coordination Committee outcomes

All agencies

Policy / Strategy Coordination of Building a Better Territory objectives Reports and reviews on application of policies / strategies issued by the Commissioner eg application of the merit principle, recruitment, Aboriginal Employment and Career Development, etc

Specific reports

Complaint / Appeal Outcomes

Review of complaints through Promotion Appeal and Grievance Review Board (PA&GRB)

PA&GRB, agencies

Tribunal, Industrial Relations Commission (IRC) Findings

Review of outcomes of cases before tribunals and IRC.

Specific cases

Research Outcomes

Commissioner’s review of specific issues and related practices eg remote locality review, Professional issues report, etc

Agencies, individual organisations selected as appropriate

As indicated above, the principal means of obtaining qualitative reporting data isthrough agency reporting against sections 18 and 28 of the Act. The reportingprocess relies on critical self-assessment and requires each CEO to sign off on the



extent to which they have established processes to apply the principles, asembodied in the various Employment Instructions, within their agency. Reportingthis year has been significantly affected by the recent restructuring of the PublicSector.

New public sector agency arrangementsIn November 2001 the new Government introduced New Public Sector AgencyArrangements, a major restructuring initiative that saw the amalgamation of theexisting 35 agencies into 18 large agencies. The Government’s objectives inimplementing the new arrangements were to:• deliver better coordination of resources and more targeted whole of

government effort,• achieve efficiencies and deliver the same or improved services to the

community throughout the Territory at a lower overall cost,• enable a better environment for career and personal development to support

the needs of both employees and the future of agencies,• enhance regional presence through larger regional offices.

The rate and extent of change to employment practices within agencies as a resultof the amalgamations has not been uniform. Although major line agencies suchas Education, Health, Police, etc gained some additional business units, they wereto a large extent unaffected by the new arrangements. On the other hand a numberof the other amalgamations entailed major change and has had a significant impacton the ability of the CEOs of those new agencies to gauge and report on employeerelations practices across their new agency.

Agencies most affected by the new arrangements report that they are in theembryonic stage of developing higher order strategic directions and performancemeasures. They are using the later half of the reporting year as a transition periodin which to adapt, remodel and/or develop new practices and procedures to supporttheir expanded roles.

It is important to note in the context of this report that in most amalgamations, thestaff most affected have been in the corporate services / operational support areas.In most cases these are the same people that are responsible for developingemployee relations procedures and coordinating the collation of reporting data.This has had a significant effect on the monitoring and modification of policiesand procedures.



61

Employment instructionsEmployment Instructions, issued under Section 16 of the Act are the principalmeans by which the Commissioner gives effect to measures “.....to improve humanresource management in the various agencies.”

The Instructions provide a framework to underpin the partnership arrangementbetween the Commissioner and CEOs. As such, they are important for threereasons:• Agency reports against the Instructions allow the Commissioner to report

to both the Minister and the Legislative Assembly on the corporategovernance of the sector;

• Agency reports provide an opportunity for CEOs and their managers toreflect on application of the principles of public sector employment andconduct, as well as a range of employee relations measures, in their agency;and

• Preparation of the reports provides agencies with the opportunity to assessthe efficacy of their internal processes and procedures.

The table on the following page summarises the primary objective of eachEmployment Instruction.

Significant breaches or evasion of the principlesAs has been the case in the past, it is pleasing to report that no significant breachesor evasion of the Principles has been brought to the notice of the Office of theCommissioner for Public Employment. Whilst a number of breaches of disciplineoccurred (details are contained in the section titled Discipline and InabilityProcedures at page 69), they could not be considered significant in a public sectorof some 14,000 employees.

Similarly, whilst the grievance process reveals occasional examples of poormanagement or decisions, it does not indicate any endemic tendency towardspoor management practices.

Agency self assessmentFor the purposes of reporting to Government, the 16 agencies covered by thePublic Sector Emplopyment and Management Act were requested to completethe Agency Reporting Requirement Statement in accordance with sections 18and 28 of the Act.



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INST

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63

As a result of the major restructuring and amalgamations that have taken placeover the reporting period, any comparison with the data provided in previousyears would be of limited value. This Office will continue to work through allresponses with agencies to consider how the legislative framework can be enhancedto support the achievement of agency outcomes.

Agency responses to the reporting statement are summarised below.

AGENCY REPORTING – SUMMARY STATEMENTCEOs were requested to affirm their understanding of responsibilities relating tothe principles of human resource management and indicate, by selecting one ofthe four statements shown below, the agency’s level of compliance.

In response to the summary statement question, CEOs responded as follows:

It should be noted that both of the agencies for which the CEO responded with a1C and 1D are undergoing significant restructuring as a result of amalgamation.Both agencies report that they are in the early stages of developing higher orderstrategic directions and performance measures. Development of agency widehuman resource management and development practices to support the newdirection are a high priority for the coming year.

Key Indicators Supporting the Summary Statement

INDICATOR STATEMENT

1A The agency has established processes that ensure application of the principles of human resource management and is moving towards better practice in people management.

1B The agency has established processes that ensure application of the principles of human resource management.

1C The agency will complete the development of processes to ensure application of the principles of human resource management by 31 December 2002.

1D The agency will not complete the development of processes to ensure application of the principles of human resource management by 31 December 2002.

INDICATOR Number of Agencies Percentage

1A 8 50

1B 6 37.5

1C 1 6.25

1D 1 6.25



INDICATOR & STATEMENT

SAMPLE RESPONSE PROVIDED TO SUPPORT STATEMENT

2A Policy and processes explicitly approved by senior management.

��All policies and procedures developed in accordance with EIs are endorsed by senior management group and approved by CEO;

��Employment policies and procedures are approved directly by the CEO and are published in hard copy and on the Department’s intranet site;

��A booklet titled “Hands on Guide for Managers” has been approved by the Management Board. The booklet provides guidance to supervisors / managers in application of each Employment Instruction;

��Following amalgamation, the agency is in the process of developing or modifying specific policies and procedures. On approval of the Senior Management Group (SMG), all policies and procedures will be available on the agency’s intranet site;

��All agency specific policies and procedures relative to the EIs have been endorsed by Management Board and copies have been forwarded to OCPE.

2B Policy and processes issued and made known to all staff.

��All agency employment policies and processes are published on the staff-only intranet site and promoted via the CEO’s newsletter;

�� Information on agency policies and procedures is provided to all new staff at the Department’s induction courses;

��Business planning workshops are conducted in all regions to provide an overview of the agency’s strategic direction and facilitate understanding of how each individual fits into the ‘big picture’. The workshops include sessions on workplace relations and practices;

��As part of the induction program, all new staff are required to sign off on a statement that they are aware of each of the agency’s employment policies and procedures;

��All employment policies and procedures have been reviewed following the Department’s amalgamation. Updated procedures will be available to all staff on the remodelled online self service intranet site.

To provide support to the summary statement, CEOs were requested to submitinformation regarding the extent to which application of the principles was beingactively managed within the agency. This took the form of a brief assessment ofthe extent to which a range of key process indicators had been met in relation tothe core aspects of people management set out in the various EmploymentInstructions. The key indicators are summarised below, together with a sampleof responses provided by agencies to support their statements.

KEY INDICATORS

Agency responses, either yes or no, together with supporting information, providedan indication of compliance with each of the Employment Instructions. The figurebelow shows the compliance rate reported by agencies.



65



2C Policy and processes are documented and readily available.

��All staff have access to the agency intranet site which contains policies and procedures developed in accordance with the Employment Instructions;

��Staff have immediate access to the staff-only web site; ��Copies of all agency specific policies and procedures have

been distributed to each business unit and have been included in the Department’s intranet site due to be launched at the end of July 2002;

��The agency HR unit became fully operational in late May 2002. Although the unit has yet to develop specific employment policies and procedures, this will be a high priority for 2002/03. Currently each business unit is working to procedures they had in place prior to amalgamation.

2D Processes are

fair ��HR staff work closely with managers to promote sound

practices in the workplace, thus minimising the number of grievances;

��The Department has developed an Equity and Diversity plan to reinforce its commitment to managing individuals from different backgrounds to ensure an equitable environment in which individuals can work together to achieve organisational objectives;

��To ensure employees have a safe and fair workplace, 20 employees from across all regions and locations have been trained to become first points of contact for employees with concerns, issues or questions;

��95 provisional promotions took place during the year with no appeals being lodged;

��85 staff are accredited as staff selection chairpersons to ensure all advertising, selection and promotion processes are fair;

��The Department will update its existing Equal Opportunity Management Plan to include strategies for the recruitment and career development of Indigenous people.

2E Policies and

processes are applied consistently

��consistent application of processes is evidenced by minimal promotion and appeal grievances and no probation terminations;

��all staff participate in a common performance management program;

��consistent application is evidenced by statistical information relating to workplace discipline, appeals and safety, application is oversighted by the Corporate Steering Committee;

��Following the concerns of some staff, the staff Work Guidance and Development Program has been reviewed to ensure greater consistency of application across whole agency;

��The Department’s HR Unit coordinates all human resource management matters and closely monitors procedures and practices to ensure compliance with current legislation and to ensure processes are applied consistently.

KEY INDICATORS CONTINUED





2F Managers observe policy and processes.

��Low incidence of complaints, appeals and grievances indicate that managers are observing and applying the various policies and procedures;

��The HR unit is responsible for providing advice and assistance to managers regarding observance of good human resource practices, equity and merit principles;

��The Agency has made a commitment to ensure all its employees are aware of policies and processes and all managers and supervisor’s application is evaluated as part of their performance management review;

��Reporting mechanisms and performance management arrangements are aimed at ensuring all managers observe employment policies and practices.

It is pleasing to note the high level of compliance across the range of key indicators.Negative responses were spread across Employment Instructions rather than noncompliance with any one Instruction.

In the majority of cases, non compliance is associated with the recency of theagency and current development of new structures and procedures. In these casesthe various business units of the new agency have retained the policies andprocedures that were in place when they were separate agencies.

BETTER PRACTICE INDICATORSAgencies were also asked to respond to a range of process indicators that indicatetheir progress towards better human resource management practices. These betterpractice indicators are described in the table below.

Agency compliance rates are illustrated in figure below.



67

BETTER PRACTICE INDICATORS CONTINUED



2G Other staff observe policy and processes

��This Agency continues to utilise our performance management system as a major tool for identifying and monitoring training and development needs in line with business objectives;

��Low incidence of complaints, appeals, grievances and support of agency action indicates staff are observing policies and procedures;

��Two grievances were received during the year, relating in part, to workplace change. An independent investigation is currently being conducted;

��Statistical data indicates that employees are aware of, and observe, HR policies and procedures.

2H Policy and processes support their desired outcomes.

��Need to enhance the skills of managers and staff in facilitating an appreciation of how individual jobs contribute to agency outcomes has been recognised and is being addressed;

��Due to uncertainty over the Agency’s future, capability and business planning were commenced in the reporting period, however implementation will not be finalised until 2002/03;

��44 vacancies were advertised with no promotion appeals lodged, indicating that procedures are effective;

2I Policy and processes included as part of broader business process review / development activities.

��The linkage between the various employment policies and processes and other business process initiatives has been highlighted to all staff and will receive ongoing attention;

��Business planning workshops were conducted in all regions to provide an overview of the strategic directions of the agency and to ensure all employment policies and processes align with business objectives;

��The identified need to implement appropriate HRM interventions at a business unit level and focusing on more of a strategic approach to HR has resulted in the imminent recruitment of a senior HR practitioner to facilitate these initiatives;

��Performance measures and identification of staff capabilities are now part of the Agency’s annual business planning and review process.

2J Development and review of policy and processes informed by staff views / needs

��HR unit developed and conducted an EEO survey to collect information on workplace diversity. Information gathered will be used to update the Agency’s Equal Opportunity Management Plan.

��Staff involvement in the Agency’s future direction and policy development is one of the corporate strategies that contributes to the four critical success factors for the Agency;

��Employees at all levels participated in business planning workshops. This created an appreciation of opportunities and restrictions in NTPS service delivery as well as providing employees with the opportunity to contribute and have ownership of planning outcomes;

��Introduction of new policies and processes is undertaken in consultation with staff, seeking their input or participation in discussion groups as appropriate;

��Project teams have been established to develop internal processes and to enhance agency effectiveness. All teams are made up of agency staff to ensure as wide coverage and applicability as possible.





2K Staff awareness of, and confidence in, policy and processes is monitored.

��Agency Annual Staff Survey provides an indication of staff confidence in corporate policies and processes;

��The performance agreements process is a mechanism for each employee to seek constructive feedback and identify skill gaps in meeting individual and work unit goals aligned to respective business plans;

��Due to uncertainties over the future of the Agency, there was no formal monitoring of staff confidence in employment policies and processes;

��Whilst no formal survey has been conducted, an evaluation of the HRM program was conducted, indicated a high degree of satisfaction with the policies, processes and service provided;

��A carer’s room was established at the request of employees. Evaluation indicates that the room is a valued and worthy HR initiative that recognises the importance of flexible work arrangements;

2L Policy and processes have been modified / updated in last 12 months.

��A complete review of Agency Performance Development Process was undertaken to improve ability to measure individual outcomes against corporate objectives. The revised policy will be launched in July 2002;

��Due to uncertainties over the future of the Agency, policies and procedures relating to Employment Instructions were not modified during reporting period;

��No policies or procedures were reviewed this year, due mainly to the dedication of HR resources to the change of government activities. However a major review of agency specific policies and procedures has been targeted as a priority during 2002/03;

��The Workforce Relations Unit become fully operational in late May 2002. Although no agency specific HRM policies or processes have been developed, the units business focus in 2002/03 will be the development of HR policies and procedures that align with the Agency’s business outcomes.

MONITORING AND MODIFICATION OF POLICIES ANDPROCEDURESAs the final component of the self assessment process, CEOs were requested toindicate whether internal monitoring systems had been developed and whetherexisting policies and procedures had been modified in the preceeding 12 months.

Agency responses are summarised in the figure below.



69

As indicated earlier in the report, these two indicators have been affected by themajor restructuring that has occurred over the reporting period. Agencies thathave undergone restructuring report that modification / development of newpolicies and processes is a high priority for the coming year.

DISCIPLINE & INABILITY PROCEDURES

Section 18 of the Public Sector Employment and Management Act requires theCommissioner for Public Employment to report on the extent to which disciplineand inability procedures have been invoked in the public sector.

The following tables provide a summary of discipline and inability matters dealtwith by agencies and the appeals that followed from these cases.

Figure - Summary of Disciplinary and Inability Cases 1999-2002 Provision Cases

B/Fwd New Cases

Cases Completed C/Fwd

1/02 Inability Summary Dismissal

Discipline

1 0 3

5 7 7

3 7 7

3 0 3


Discipline

4 0 14

1 3

16

4 3

27

1 0 3


Discipline

2 0 11

5 1

23

3 1

20

4 0

14 * excluding summary dismissal

Figure - Summary of Disciplinary and Inability Appeals 1999-2002

Total Appeals Handled

Year

Provision B/Fwd New Appeals Resolved

C/Fwd


*Discipline

1 1 0

0 1 0

1 1 0

0 1 0


*Discipline

0 1 1

1 2 3

0 2 4

1 1 0


*Discipline

0 0 0

0 1 3

0 0 2

0 1 1

* excluding summary dismissal



Agency employee development activities

TRAINING EXPENDITUREThe total agency expenditure on formal training activities is summarised below.It should be noted that for this purpose formal training activities include all trainingactivities which have a structured plan and format designed to develop job relatedskills and competence. Examples include workshops, lectures, training seminarsand learning programs. Informal training, for example on-the-job training isexcluded from the scope of this survey.

TRAINING PRIORITIESThe development of strategic leadership capability and supervisory managementtraining for employees by way of both accredited and non-accredited programsreflected a key focus of agency training activities in the 2001–2002 reportingperiod. With the introduction of Working for Outcomes there was also an emphasison accrual accounting and other training related to Government administration.

Technical skills training was a feature of several agency reports and informationtechnology training accounted for more than a third of employee developmentactivities over the past year. Short courses, including OH&S, organisational

Agency Expenditure Northern Territory Auditor General’s Office $3545

Department of Infrastructure, Planning and Environment $744,747

Northern Territory Police, Fire, and Emergency Services $2,229,005 *

Department of Corporate and Information Services $274,078

PowerWater $2,200,000

Northern Territory Treasury $118,013

Department of Health and Community Services $1,436,356

Department of the Legislative Assembly $9064

Department of Justice $531,213

Darwin Port Corporation $92,692

Department of the Chief Minister $42,435

Office of the Commissioner for Public Employment $47,923

Department of Business, Industry and Resource Development $886,006

Office of the Ombudsman $8,481

Department of Employment, Education and Training $3,594,828

Department of Community Development, Sport and Cultural Affairs $464,800

Total Expenditure: $12,683,186 * includes costs incurred both operational and personnel for police specific courses and training.



71

effectiveness, First Aid, project management, staff selection, bullying andharassment awareness, and diversity contact officer training provided a statisticalbalance across the Sector, with professional skills training also given employeedevelopment priority.

TRAINING AND DEVELOPMENT HIGHLIGHTSA highlight for many agencies was their employees’ successful completion of thePublic Sector Management Program; others reported staff learning successes inthe completion of diplomas and Certificates in Business, Government Procurementand Contracting, Firefighting training, and Frontline Management.

PowerWater was awarded Employer of the Year (in the Utilities category) by theAustralian National Training Authority in September 2001. The same agencyalso produced Apprentice of the Year in 2001/2002. An employee was awardedAustralia’s first ever Diploma in Generation (Electrical/Electronic).

The NTFRS, as part of the NTPFES Training College had its status as a TrainingOrganisation recognised.

Indigenous employment and career development featured in a number of agencyreports with participants on the National Indigenous Cadetship program whorecently successfully completing their semester exams in tertiary studies.

The introduction of a Graduate Trainee Seminar Series will provide graduatetrainees with the opportunity to gain broader administrative skills and meet traineesfrom other professions within the department.

An agency is utilising in-house expertise to address learning gaps in relation toproject management; a cost-effective method that provides an opportunity to tapinto intellectual capital. A change management program is also being developedwith the objective of building a culture of excellence within the department.

The Health Training Package implementation is progressing and has re-negotiatedwith Family Planning Association of the NT to continue delivering courses. TheAlcohol and Other Drugs (AOD) unit in Tennant Creek has developed aninteresting initiative to communicate with students at the local school. One of theAOD team members also plays in a rock band and they played music to the studentsas part of their presentation — they were subsequently invited back to the schoolto make another presentation.



TRAINING AND DEVELOPMENT CHALLENGESA number of agencies share a concern in developing the skills of their employees,especially in view of the large number of staff who will be retiring in comingyears, and the provision of quality training across the agency with limited resourcesto accommodate all of the training and development demands.

One agency reported the appointment of a senior HR practitioner early in the newfinancial year to facilitate a more strategic approach to succession planning andprofessional development activities.

Some agencies that were the subject of amalgamations report an increase inmanagement training. This is a positive indicator that managers at all levels aretaking an increased responsibility for their staff and are seeking to be effectivelyequipped to deal with workplace issues as they arise.

Similarly, many agencies reported a heightened interest in development of effectiveperformance management programs that directly align individual developmentneeds with the agency’s strategic objectives.



73

Financial Report and StatementsFinancial Report and StatementsFinancial Report and StatementsFinancial Report and StatementsFinancial Report and Statements

STATEMENT 1 EXPENDITURE BY STANDARD CLASSIFICATIONSTATEMENT 2 EXPENDITURE BY ACTIVITYSTATEMENT 3 RECEIPTS BY ACCOUNTSTATEMENT 4 CREDITORSSTATEMENT 5 DEBTORSSTATEMENT 6 EMPLOYEE ENTITLEMENTS OUTSTANDINGSTATEMENT 7 ACCOUNTABLE OFFICER’S TRUST ACCOUNTSTATEMENT 8 WRITE-OFFS, POSTPONEMENTS AND WAIVERS



Financial ReportFinancial ReportFinancial ReportFinancial ReportFinancial ReportAs mentioned previously in the report, with the new Public Sector AgencyArrangements the property management function was transferred to DCIS andthe remaining functions were to amalgamate with the Department of Education.

The amalgamation did not proceed and a review was undertaken into theadministrative location and governance arrangements for the Office. On 1 March,Cabinet directed that the Office would remain a separate agency and that theoperational programs of the Learning Centre transfer to DCIS. The operationaldate was 30 April 2002, with transfers of budget and expenditure to be effectiveas if the transfer had occurred at 1 July 2001. In total $37.644M Allocation wastransferred to DCIS.

The total functions transferred to DCIS were:• Property management• Entry level programs• Short course administration• Venue management

At 30 June 2002 the final allocation for the Office was $6,574,000. A comparisonbetween 2000/01 and this financial year is not feasible because of these transfers.

At the time of the Mini Budget being published the Office budget was transferredto the Department Education to form the Department of Education, Employmentand Training (DEET).

The Outputs are:• Strategic Advice• Employment Framework for the NTPS• Professional Development

Previously Corporate Management was identified separately. It does not appearas an output and under the new financial performance framework is described asan input, with budget and expenses distributed across the outputs at the end ofeach month.



75

The Office expenditure for the financial year was $ 5.938 million when comparedto final allocation (statement 2, page 78), the Office was under by $ 9.67%.

The revenue and expenditure was down when compared to budget in ProfessionalDevelopment as a consequence of lower than anticipated course participation.

Certification of financial statements

In our opinion the accompanying financial statements and notes have beenprepared in accordance with the provisions of the Financial Management Actand Treasurer’s Directions and give a true and fair view of the results of theagency’s operations for the financial year ended 30 June 2002.

The receipt and expenditure of moneys and the acquisition and disposal of propertyby the Office during the year have been in accordance with the FinancialManagement Act and Treasurer’s Directions.

JOHN KIRWAN FIONA ROCHEAccountable Officer Manager, Corporate Support



STATEMENT 1

Category of Cost/Standard Classification Final Allocation Actual Expenditure

$000 $000

PERSONNEL COSTS 4,259 4,094Salaries 4,259 3,037Payroll Tax 0 240Fringe Benefits Tax 0 41Superannuation 0 209Higher Duties Allowance 0 67Leave Loading 0 32Northern Territory Allowance 0 11Other Allowances 0 17Other Benefits paid by Employer 0 104Overtime 0 0Penalty Payments 0 0Perishable Freight Allowance 0 0Recreation Leave Fares 0 39Salary Advances 0 3Salary Clearing Account 0 0Termination Payments 0 281Workers Compensation 0 12

OPERATIONAL EXPENDITURE 0 63NT Government Repairs and Maintenance Program 0 0Repairs and Maintenance for Recoverable Works 0 0Property Maintenance 0 0General Property Management 18Power 0 45Water and Sewerage 0 0

OTHER OPERATIONAL EXPENDITURE 2,265 1,730Advertising 0 1Agent Service Arrangements 0 0Aircraft/ Boat Expenses 0 0Audit Fees 0 0Client Travel 0 0Clothing 0 0Communications 0 108Consultants Fees 0 540Consumables/General Expenses 2,265 24Document Production 0 108Entertainment/Hospitality 0 5Food 0 0Freight 0 3Furniture & Fittings 0 19Info Technology Services 0 0Insurance Premiums 0 1Laboratory Expenses 0 0Legal Services 0 70Library Services 0 19Marketing & Promotion 0 12Medical/Dental Supplies 0 0Membership & Subscriptions 0 1Mobile Plant 0 0Motor Vehicle Expenses 0 78Office Req & Stationery 0 24Official Duty Fares 0 24Other Plant & Equipment 0 64Recruitment Expenses 0 13Regulatory & Advisory Board Expenses 0 32Relocation Expenses 0 16Survey, Drafting & Drilling Costs 0 0Training & Study Expenses 0 191Travelling Allowance 0 10Bank Charges 0 0GST Administration Payments 0 0Info Technology Charges 0 348Info Tech. Consultants 0 1

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

EXPENDITURE BY STANDARD CLASSIFICATION

FOR YEAR ENDED 30 JUNE 2002



77

STATEMENT 1 CONTINUED

INTRASECTOR PAYMENTS 0 0Payments to the Northern Territory Government 0 0Accountable Officer's Trust Account 0 0

GRANTS 50 50Current Grants 50 50Capital Grants 0 0Current Subsidies 0 0Community/Govt Service Obligations 0 0Gifts 0 0

TOTAL EXPENDITURE 6,574 5,938



Output Final Allocation Actual Expenditure

$000 $000

EMPLOYEE RELATIONS AND DEVELOPMENT 6,574 5,938Employee Framework 2,819 2,778Professional Development 3,148 2,577Strategic Advice 607 583

TOTAL EXPENDITURE 6,574 5,938


EXPENDITURE BY ACTIVITY


STATEMENT 2



79

Consolidated Revenue Account Estimated Receipts Actual Receipts

$000 $000

NIL 0 0

Total Consolidated Revenue Account 0 0

Operating Account Estimated Receipts Actual Receipts

$000 $000

Interest Revenue/Receive 0 0

Commonwealth Grants 0 0

Charges for Good and Services 1,589 976

Miscellaneous Revenue 2 0

Sale of Assets 0 0

Intrasector Receipts 8 8

GST Control 0 274

Total Operating Account 1,599 1,258

Transfer from Consolidated Revenue Account 4,250 4,250

Total Receipts to Agency Operating Account 5,849 5,508


RECEIPTS BY ACCOUNT


STATEMENT 3



Exte

rnal

Cre

dito

rsAc

crua

lsTo

tal

Cre

dito

rsAc

crua

lsTo

tal

Tota

l$,

000

$,00

0$,

000

$,00

0$,

000

$,00

0$,

000

CR

EDIT

OR

S AN

D A

CC

RU

ALS

5163

114

2323

137

Cla

ssifi

ed A

s:C

urre

nt51

6311

423

2313

7N

on C

urre

nt

TOTA

L51

6311

423

2313

7

CO

MM

ISSI

ON

ER O

F PU

BLI

C E

MPL

OYM

ENT

CR

EDIT

OR

S AN

D A

CC

RU

ALS

AS A

T 30

JU

NE

2002

Intr

asec

tor

STATEMENT 4



81

Exte

rnal

Intr

asec

tor

Activ

ityC

harg

esO

ther

Tota

lC

harg

esO

ther

CSO

Tota

lTo

tal

$,00

0$,

000

$,00

0$,

000

$,00

0$,

000

$,00

0$,

000

GR

OSS

DEB

TOR

S22

2222

Less

: Pro

visi

on fo

r Dou

btfu

l Deb

ts

NET

DEB

TOR

S22

2222

Cla

ssifi

ed A

s:C

urre

nt22

2222

Non

Cur

rent

NET

DEB

TOR

S22

2222

OFF

ICE

OF

THE

COM

MIS

SIO

NER

FO

R P

UB

LIC

EM

PLO

YMEN

TD

EBTO

RS

AS A

T 30

JU

NE

2002

STATEMENT 5



ENTITLEMENT $000

CurrentRecreation Leave 381Recreation Leave Fares 39Leave Loading 50Long Service Leave 564

Non CurrentLong Service Leave 46

TOTAL 1 080

METHODOLOGY

1 Recreation Leave

The value of recreation leave entitlements are calculated by PIPS based on employees'actual salaries and entitlements at 30 June 2002

2 Recreation Leave Fares

Recreation Leave Fares entitlements are calculated based on 2001/02 actuals.

3 Leave Loading

The value of leave loading entitlements are calculated by PIPS based on employees'actual salaries and entitlements at 30 June 2002

4 Long Service Leave

Long Service entitlement is calculated in accordance with Australian AccountingStandard AAS 30. The calculation takes into account the probability of employeesreaching ten years of service, the future increases in salary costs and discount ratesto achieve the net present value of the future liability.

AS AT 30 JUNE 2002


EMPLOYEE ENTITLEMENTS OUTSTANDING

STATEMENT 6



83

Nature of Trust Money

Opening Balance

Receipts Payments Closing Balance

1 July 2001 30 June 2002

$000 $000 $000 $000

Corporate Services 0 0 0 0

TOTAL 0 0 0 0


ACCOUNTABLE OFFICER'S TRUST ACCOUNT

FOR YEAR ENDED 2002

STATEMENT 7



Category $

WRITE OFFS, POSTPONEMENTS AND WAIVERS UNDER THE ACTAmounts written off or waived by Delegated OfficersIrrecoverable money written off 80.33 Losses or deficiencies of monies written offValue of public property written offWaiver of right to receive or recover money

Amounts written off, postponed or waived by the TreasurerIrrecoverable money written offLosses or deficiencies of monies written offValue of public property written offPostponement of money owingWaiver of right to receive or recover money

WRITE OFFS, POSTPONEMENTS AND WAIVERS AUTHORISED UNDER OTHER LEGISLATIONAmounts written off or waived by Delegated OfficersLosses or deficiencies of monies written off

TOTAL 80.33


WRITE OFFS, POSTPONEMENTS AND WAIVERSFOR THE YEAR ENDING 30 JUNE 2002

STATEMENT 8



85

NortNortNortNortNorthern Thern Thern Thern Thern Territory Public Sectorerritory Public Sectorerritory Public Sectorerritory Public Sectorerritory Public SectorPersonnel Statistics ReportPersonnel Statistics ReportPersonnel Statistics ReportPersonnel Statistics ReportPersonnel Statistics Report

STAFFING LEVELSSTAFFING OVERVIEWSTAFFING BY EMPLOYMENT STATUSPERMANENT PART-TIME STAFFINGSTAFFING BY GENDERSTAFFING BY CLASSIFICATION STREAMSTAFF SEPARATION AND RECRUITMENT 1994/5 TO 2001/02SICK LEAVE 2001/2002



For the purpose of this statistical supplement, reference to the ‘Northern TerritoryPublic Sector’ includes those agencies listed in Table 2 on page 90. This listexcludes the Northern Territory University, the Batchelor Institute of IndigenousTertiary Education, NT Rural College, the Menzies School of Health Research,Territory Insurance Office and the Legal Aid Commission. However it includes asubstantial number of persons employed under Acts other than the Public SectorEmployment and Management Act.

Staffing levels

Table 1 and Figure 1 show movements in total staffing in the Northern TerritoryPublic Sector (NTPS) compared to changes in the Northern Territory populationand employment numbers from 1983 to 2002. There has been an overall increasein public sector employment from around 14,200 to 14,360 persons over thisperiod. Note that Public Sector data from the 1980s and early 1990s was calculatedwith a somewhat different methodology to that now in use. Nevertheless, thebasic assumptions are similar enough to make broad comparisons valid.

It needs also to be noted that the Full-Time-Equivalent (FTE) staffing enumerationmethodology was fine-tuned during late 1999, and the staffing series from 1995onward has been revised subsequently using the modified computations. Someresults in this report may, as a consequence, differ from those in earlier publicationsfrom this Office.

Aggregation of the data shows that from the year 1983 (which is about the timethe NT public sector consolidated following self government) to 2002 the NorthernTerritory population grew by 47 percent while the labour force grew by 58 percent.Conversely, the NT public sector is currently only one percent larger than it wasin 1983. While some of this apparent lack of relative expansion of the publicsector can be attributed to the outsourcing of some functions and to the removalof some Commonwealth funded units from Budget (Batchelor College, NT RuralCollege and the Legal Aid Commission, all in 1999), there is no doubt that theNT Public Sector in 2002 is more streamlined and efficient than it was 20 yearsago.

The change in the size of the public sector from 1983 is compared directly topopulation growth in Figure 2. The graph shows that the population of the Territoryhas grown steadily during this period while NT Public Sector staffing has beensubject to substantial variation, first peaking in 1986 at around 15,000. Thedecrease which followed was precipitated by substantial cuts in federal fundingto the NT following a review of State/Territory financing. Staffing numbers then



87

TA

BLE

1

Gro

wth

in th

e N

orth

ern

Terr

itory

Pub

lic S

ecto

r Com

pare

d to

Lab

our F

orce

, Em

ploy

men

t and

Pop

ulat

ion

Mov

emen

ts -

1983

to 2

002

1983

19

84

1985

19

86

1987

19

8819

89

1990

1991

1992

19

9319

94

1995

19

9619

97

1998

1999

20

00

2001

20

02

N

TPS

('000

) 14

.2

14.6

14

.7

15.0

14

.6

14.2

14

.5

14.8

14.5

14.1

13

.713

.9

14.1

14

.214

.4

14.9

14.7

14

.8

14.6

14

.4

%

Gro

wth

/Yr

3

1 2

-2

-3

2 2

-2-3

-2

1 1

11

3-1

0

-1

-2

G

row

th In

dex

100

103

104

106

103

100

102

104

102

99

9798

99

10

010

2 10

510

4 10

4 10

3 10

1

La

bour

For

ce #

('0

00)

66.9

59

.6

71.1

78

.3

79.5

72

.8

82.0

83

.785

.486

.8

81.4

80.5

87

.0

88.4

91.5

92

.697

.0

95.5

10

4.4

105.

5

%

Gro

wth

/Yr

-1

1 19

10

2

-8

13

22

2 -6

-1

8 2

4 1

5 -2

9

1

Gro

wth

Inde

x 10

0 89

10

6 11

7 11

9 10

9 12

3 12

512

813

0 12

212

0 13

0 13

213

7 13

814

5 14

3 15

6 15

8

Em

ploy

men

t #

('000

) 62

.1

55.1

66

.1

72.9

75

.1

67.3

77

.6

78.5

78.3

80.7

75

.475

.4

81.0

83

.486

.7

88.5

93.2

90

.2

97.0

10

1.0

%

Gro

wth

/Yr

-1

1 20

10

3

-10

15

10

3 -7

0 7

34

25

-3

8 4

G

row

th In

dex

100

89

106

117

121

108

125

126

126

130

121

121

130

134

140

143

150

145

156

163

Po

pula

tion

* ('0

00)

135.

9 14

2.2

148.

5 15

4.4

157.

9 15

9.0

160.

5 16

2.1

165.

0 16

7.0

169.

717

2.3

175.

0 18

0.5

185.

3 18

8.2

191.

4 19

4.3

196.

3 19

9.9

%

Gro

wth

/Yr

5

4 4

2 1

1 1

21

22

2 3

3 2

2 2

1 2

G

row

th In

dex

100

105

109

114

116

117

118

119

121

123

125

127

129

133

136

138

141

143

144

147

Sour

ces:

Offi

ce o

f the

Com

mis

sion

er fo

r Pub

lic E

mpl

oym

ent a

nd th

e Au

stra

lian

Bure

au o

f Sta

tistic

s #

Aver

age

over

May

, Jun

e an

d Ju

ly

* Dec

embe

r pop

ulat

ion

figur

es



steadily increased until the NT government’s Estimates Review Committeedecisions in 1991 predicated a further three-year decline of close to 1000 publicservants. This, however, proved to be unsustainable as there then followed anotherperiod of growth which peaked in 2000 (taking into account the above mentionedagencies going off Budget). The series has subsequently declined, with a drop in2001/2002 of nearly 290 people following the outsourcing of informationtechnology (involving about 120 people) and significant Budget cuts to agencies.

# Average over May, June and July

FIGURE 1

Growth in the NT Public Sector, Labour Force and Population from June 1983 to 2002

0

50

100

150

200

250

1983

1984

1985

1986

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

Persons

NTPS Labour Force# Population

('000)



89

During the year the service underwent major restructuring with the number ofindividual agencies decreasing from 35 to 19. Full-Time-Equivalent (FTE) staffingnumbers for each agency are shown in Table 2. This shows the staffing averagedover the last 8 pay periods in the year. This covers only those pays following thecompletion of the agency amalgamations and inter-agency staffing transfers. Ittherefore reports the structure of the Sector which was current at the end of thereporting period rather than that which was extant in June 2000 under the previousgovernment.

Staffing overview

The analysis in the following sections is based mainly on data extracted from thePersonnel Information and Payroll System (PIPS) reports. Most figures, summariesand tables refer to individual employees, not to their full-time-equivalent (FTE)status. The basic criterion for an individual being included in the summary is thatthey had a positive FTE figure as defined by PIPS (ie they recorded a paytransaction of some description) in the final pay of the reporting period.

As has been stated in previous Annual Reports, from the early 1980’s until 1992/93, staffing analyses in these reports relied largely on data contained in a previouspersonnel database. The generality of the analyses was limited under this system,as some agencies utilised facilities other than the default database for maintainingdetailed personnel records. From the middle of 1993 the PIPS system came intogeneral use, and so most time series comparisons described below start at thatpoint in time.

Comparisons made using data after June 1993 (ie. using all PIPS data) are generallyaccurate, although care should be taken when noting small changes in somevariables as profiles may have changed slightly with both changes in definitionsand with developments in processing protocols. In addition, the FTE staffingcalculation was fine-tuned in late 1999 to decrease the variance in the FTE figure.The revised calculation has been back-cast to 1995. It was not possible to go backany further, as prior to this time pay data was not back-loaded into PIPS as part ofpay processing. Consequently, caution should be exercised when making detailedcomparisons of some current data with PIPS data extracted between 1993 and1995.



TABLE 2

Average Public Sector Staff Employed by Agency for Final Eight Pays Following Restructuring - 2002

AGENCIES Average

March to June 2002

Aboriginal Areas Protectn Authority 25 Auditor General 4 Business, Industry & Resource Development 649 Chief Minister 241 Commissioner for Public Employment 49 Community Development, Sport & Cultural Affairs 481 Darwin Port Corporation 51 Dept of Corporate & Information Services 739 Dept of Justice 787 Employment, Education & Training 3726 Health & Community Services 3867 Industrial Land Corporation 5 Infrastructure, Planning & Environment 1305 Legislative Assembly 91 Ombudsman 16 Police, Fire & Emergency Services 1294 Power & Water 650 Tourist Commission 106 Treasury 221 TOTAL 14307 Average 2000/2001 14595 Change * -288

Note: Numbers refer to the full-time equivalent of all paid staff including those on paid

leave and casual employees

Note: *Part of the drop of 288 was a result of the outsourcing of approximately 120

information technology positions

The current report encompasses all agencies except those mentioned in the firstparagraph of this Appendix. Darwin Port Corporation is not included in someanalyses as it does not utilise the payroll facilities of the PIPS System (due totheir award involving weekly rather than fortnightly pays).

Commencing from the December quarter of the 2002-2003 financial year regularquarterly reports on NTPS staffing numbers will be published on our internetwebsite.



91

STAFFING BY EMPLOYMENT STATUSData on the employment categories of staff from June 1994 through to June 2002is presented in Table 3. It is clear that the profile has changed significantly overthis time, with the proportion of employees classified as ‘permanent’ dropping by3.4 percentage points overall. The concept of permanency appears to have beenslowly eroded by the more common employment of temporary/contract employees.Nevertheless, while there was a steady decrease up until 1997/98, the percentageof ‘permanents’ has become, subsequently, less predictable. Following a drop inthe proportion of permanent employees in the year to June 2000, the followingyear, 2001, saw the proportion rise again by 0.7 percentage points, with a furtherrise of 0.5 percentage points this year. It may be that the flexibility provided tomanagers by utilising temporary staff has needed to be tempered by the provisionof permanent employment in order to attract certain categories of employees andto promote stability in the public sector workforce.

PERMANENT PART-TIME STAFFINGPermanent part-time work has, in recent years, been utilised as an option to assistin retaining the valuable skills of employees who are striving to spend more timeattending to family responsibilities without leaving the labour market. The numberof NT Public Sector employees in this employment category is currently around810, which represents 6.8 percent of the permanent workforce and reflects anincrease of 80 persons in this category over the previous 12 months. Historicaldata illustrates that there has been a slow but highly significant increase in thistype of employment over the past 8 years (see Table 4).

TABLE 3

Employment Status of NT Public Sector Staff – 1994 to 2002

STATUS Jun '94 Jun '95 Jun '96 Jun '97 Jun '98 Jun '99 Jun '00 Jun '01 Jun '02 Change '94 to '02

Permanent 81.5% 80.0% 78.2% 78.4% 76.7% 78.0% 76.9% 77.6% 78.1% -3.4%pts Temporary 15.6% 17.0% 19.1% 18.9% 20.3% 19.3% 20.0% 19.5% 18.9% 3.3%pts

Casual 2.1% 2.2% 2.0% 2.1% 2.4% 2.5% 2.9% 2.8% 2.8% 0.7%pts Misc. 0.7% 0.7% 0.7% 0.6% 0.5% 0.2% 0.2% 0.1% 0.2% -0.5%pts

100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

TABLE 4

Permanent Part-Time in the NT Public Sector – 1994 to 2001

STATUS Jun '94 Jun '95 Jun '96 Jun '97 Jun '98 Jun '99 Jun '00 Jun '01 Jun '02 Change '94 to '01

Permanent Part time

3.1% 3.8% 3.8% 4.0% 4.4% 5.3% 5.5% 6.1% 6.8% 3.7%pts



STAFFING BY GENDERThe proportion of women in the public sector as at June 1993 was 54.3 percent.Since that time that figure has risen slowly but steadily to reach 60.6 percent inJune 2002 (see Figure 3). This represents an average annual increase in theproportion of women of around 0.7 percentage points. While this increase may, atfirst glance, seem surprising, it is nevertheless in line with Australian Bureau ofStatistics research. This indicates that labour force participation rate for women(ie the number of women either in work, or looking for work) has increasedsignificantly over the last 20 years, whereas the participation rate for men hasdecreased over the same period.

The year to 2001 saw the proportion drop by a full percentage point to 59.4 percent,which was seen as a probable aberration. This year that proportion is back to 60.6percent.

The proportions of females to males in agencies are represented in Figure 4.While this division can be misleading for very small agencies (as the make up ofthese agencies staffing can vary considerably over time), the graph shows quiteclearly that there are some large agencies where one gender predominates. Giventhe nature or the work in most of these agencies, it is hardly reasonable to expectthat this will change substantially in the short to medium term. Nevertheless, thegender by stream data in the following section suggests that some of this imbalanceis changing.



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Table 5 indicates the change in the percentage of females by vocational stream inJune 1994 and June 2002. This shows that the greatest change has been in theprofessional, educational and technical streams, with the proportion of femalesin those areas increasing by 8.2, 7.5 and 7.0 percentage points respectively.

TABLE 5

Percentage of Females by Employment Stream - June 1994 and June 2002

Percent females Stream 1994 2002 Difference

Admin Staff 67.6% 71.6% 4.00% Prof Staff 40.8% 49.0% 8.20% Technical Staff 19.2% 26.2% 7.00% Physical Staff 40.2% 43.2% 3.00% Teaching Staff 65.6% 73.1% 7.50% Health Workers 83.5% 82.3% -1.20% Uniformed Staff 12.7% 19.3% 6.60% Total 55.6% 60.6% 5.00%



AGE BY GENDERFigure 6 illustrates the division of staffing by age and gender as at June 2002. Theoverall characteristic of previous years remains in that while women in the NTPublic Sector remain in the majority, they also remain concentrated in the lowerage groups.

STATUS BY GENDERFigure 5 graphs the proportion of permanent staff by gender from 1994 throughto 2002. This is quite revealing in that it shows that the drop in the proportion ofpermanent staff over the last eight years documented in Table 3 above is not splitevenly between men and women. While the initial drop was at a similar rate, theproportion for females levelled out from 1996 while that for men has continuedto decrease. The bottom line is that for the last two years the percentages areessentially the same. It is reasonable to suggest that this decrease of men inpermanent positions could relate to the changing face of the Australian labourforce as described by the Australian Bureau of Statistics research referred to above.



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The average age of NTPS personnel from June 1993 to June 2002 is shown inTable 7. This shows that over the nine years the overall average has risen by 2.6years. The overall rate of ageing is similar for men and women.

There has been some concern expressed in the past about continued public sectorstaffing restraint leading to an ageing public sector and a shortage of suitablytrained younger personnel to take over senior positions. With data from ten pointsin time (Table 7) we can now say that the effect has been minor, but neverthelessdoes exist. As indicated by the table the average age of employees rose by 2.6years between 1993 and 2002. However this should be viewed in light of the factthat between 1993 and 2001 the median age of the Australian population alsogrew by 2.4 years (the latest available figure is for 2001). It is therefore reasonableto suggest that the causes of the slowly ageing public sector can be at least partiallyaccounted for by the changing demographics of the population at large.

CLASSIFICATION STREAM BY GENDERWhile the gender balance within streams has varied as described in the discussionof Table 5 above, there has been little change in the balance between streams inrecent years. The largest employment category in the Northern Territory PublicSector remains as the administrative stream, which accounts for 37 percent of thesector. Women remain as being concentrated in Administration, Teaching andHealth.

TABLE 7

Average Age by Gender - NT Public Sector Staff - 1993 to 2002

AGE 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Females 37.9 38.2 38.3 38.6 39.1 39.2 39.5 39.7 40.4 40.6 Males 41.0 41.0 41.2 41.7 42.1 42.1 42.5 42.5 42.7 43.4

Overall 39.3 39.4 39.6 40.0 40.4 40.4 40.7 40.8 41.2 41.9



SALARY BY GENDERIn addition to there having been a substantial increase of participation by womenin the professional, educational and technical streams, as discussed above, therehas also been an increase in the numbers of women in middle and seniormanagement. In June 1993 the proportion of women in executive classificationswas 15 percent, whereas the figure currently stands at 28 percent. Nevertheless,women remain predominantly at the lower salary levels. Figure 8 illustrates thesignificant difference in the profiles of male and female earnings. Note that whilethere is a seemingly inconsistent predominance of women in the 55 to 60 thousanda year bracket, over 70 percent of these are either teachers or level 3 nurses.

* Note that those on Executive Contracts have had their salaries adjusted to the approximate equivalent non-contract level in order

to normalise the data in the above graph.

EXECUTIVE CONTRACTS BY GENDER ANDCLASSIFICATIONThe disparity in the proportion of females at the upper end of the overall servicesalary levels is repeated when the profile of those on executive contracts is drawn.

The following Table is a new intorduction to show the not only the number anddistribution of Executive Contract Officers in the Administrative Bands (ECO1to ECO6) but also Senior Police, Contract Principals in Education and ContractSpecialist Medical Officers.



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$100,000 to

<$150,000

$150,000 to

<$200,000 >=$200,00

0 Total Percentage

Female 50 10 4 64 24% EO1-EO6 Male 150 40 11 201 76%

Sub-total 200 50 15 265

Female 30 0 0 30 39% Education Male 47 0 0 47 61%

Sub-total 77 0 0 77

Female 0 1 1 2 13% Medical Male 2 3 9 14 88%

Sub-total 2 4 10 16

Female 1 0 0 1 10% Police Male 6 2 1 9 90%

Sub-total 7 2 1 10

Female 81 11 5 97 26% TOTAL Male 205 45 21 271 74%

TOTAL 286 56 26 368 100%

TABLE 8

$100,000 to

<$150,000

$150,000 to

<$200,000 >=$200,00

0 Total Percentage

Female 50 10 4 64 24% EO1-EO6 Male 150 40 11 201 76%

Sub-total 200 50 15 265

Female 30 0 0 30 39% Education Male 47 0 0 47 61%

Sub-total 77 0 0 77

Female 0 1 1 2 13% Medical Male 2 3 9 14 88%

Sub-total 2 4 10 16

Female 1 0 0 1 10% Police Male 6 2 1 9 90%

Sub-total 7 2 1 10

Female 81 11 5 97 26% TOTAL Male 205 45 21 271 74%

TOTAL 286 56 26 368 100%

TABLE 8

Staffing by classification stream

AGE BY CLASSIFICATION STREAMA plot of average age against classification stream is shown in Figure 9. Thisgraph shows that uniformed staff and the health stream are on average the youngestin the NT public sector. Conversely, teaching and physical staff are the oldest. It isof interest to note that while the average age of the NTPS has risen by 2.6 yearssince 1993 as described above, the average age of uniformed staff (ie. police, fireofficers and prison officers) has risen by only 0.9 years. At the other end of thespectrum that for professional classifications rose by 4.2 years.



Staff separation and recruitment 1996/1997 to 2001/2002

Staff separation and recruitment data are presented below beginning at the 1996/97 reporting period.

Although this analysis is limited to relatively recent data, a little backgroundknowledge is helpful in interpreting the turnover statistics. A few years prior tothe introduction of PIPS, a decision was made to revise the reporting of turnoverdata by producing two sets of tables. One contained both permanent and temporaryemployees (as had been the custom) and the other included permanent employeesonly. The practice of using both sets of data has continued, as both have their usesin tracking turnover profiles.

INCOME BY CLASSIFICATION STREAMAs described in previous reports in this series, when looking into an accuraterepresentation of income by classification stream a quandary arises as to how tobest represent income. The analyses in earlier sections have used a person’s salaryat their nominal classification and increment. Income analysis is complicated bythe fact that actual average gross income (after reimbursements, penalties,overtime, etc.) can be significantly higher than this figure. In order to quantifythis, both measures of income are presented in Figure 10. This makes clear theobservation that most staff make more than their base entitlement (if only theirannual leave loading), but that how much more they make depends to a largedegree on the vocational area in which they work.



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Nevertheless, and as noted in previous year’s reports, there is an additionalcomplication with the interpretation of the PIPS turnover data. While theseparations count is reasonably straightforward, the commencements data is alittle more complex. A simple count of all commencements is simple enough, butbecomes confusing when we attempt to separate permanent from temporaryappointments.

The data shows that it is quite common for individuals to be hired as temporaryemployees and then, after gaining relevant experience, to win permanent positions.Their status is simply transferred across to ‘permanent’ on the main database, butthis is (quite reasonably) not reflected in the commencement report. Thecommencements data thus shows them as being recruited to temporary, ratherthan to permanent positions. The net result is that the figures for recruitment ofpermanent staff fall far below those for separation of permanent staff without thisactually being the case. Nevertheless it is significant that the proportion of staffrecruited as ‘permanent’ has, for every stream, decreased significantly over thesix year period outlined.

TABLE 9

NT Public Sector Separation and Recruitment Rates by Employment Category - 1996/97 to 2001/2002 - PERMANENT STAFF

1996/97 1997/98 1998/99 1999/2000 2000/2001 2001/2002

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

rate rate rate rate rate rate rate rate rate rate rate rate % % % % % % % % % % % %

Administrative 11 5 12 4 13 3 10 4 10 4 10 3Professional 12 9 14 7 13 5 10 7 11 6 10 6

Technical 8 5 11 5 12 6 10 5 7 5 9 3Physical 14 6 15 6 12 7 11 6 12 8 12 6

Teaching 14 4 14 3 12 3 9 2 10 2 11 3Health

Workers 24 19 27 19 23 20 20 13 18 10 17 9

Uniformed 8 7 8 12 9 6 7 9 7 9 8 4

Total 13 7 14 7 13 6 11 6 11 5 11 4

TABLE 10

NT Public Sector Separation and Recruitment Rates by Employment Category - 1996/97 to 2001/2002 - PERMANENT & TEMPORARY STAFF

1996/97 1997/98 1998/99 1999/2000 2000/2001 2001/2002

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

separation

recruit-ment

rate rate rate rate rate rate rate rate rate rate rate rate % % % % % % % % % % % %

Administrative 25 26 24 25 27 25 27 30 28 27 28 26 Professional 28 30 28 28 27 27 25 29 31 27 25 23

Technical 17 16 23 24 20 18 21 20 21 17 17 13 Physical 36 37 35 36 31 32 28 29 29 31 31 30

Teaching 23 24 21 24 21 25 22 24 23 20 22 23 Health Workers 55 60 58 58 52 56 52 56 59 57 54 56

Uniformed 8 11 9 15 9 9 7 12 7 12 8 7

Total 27 29 27 29 27 28 27 30 28 27 28 27



As noted previously there has been a fall in the proportion of permanent staff,from 81.5 percent in June 1994 to 78.1 percent in June 2002. This is obviously farless than would be predicted by taking the difference between commencementand separation rates for permanent staff at face value. It is tempting to drop theitem of permanent commencements entirely, but doing so could create theimpression of incomplete data. It is hence thought best to leave it in but with thisaccompanying rider. In any case logic tells us that, given the slight downwardtrend in the proportion of permanent employees described earlier, the truth is thatthe actual recruitment rate of employees who become permanent is just slightlyless than their rate of separation.

The breakdown of separations by type (eg. resignation, retirement) is listed bystream in Table 11. With respect to this table, it is important to note that thenumber of actual resignations from the service is just under half of the totalseparations.

TABLE 11 Separation Statistics for the period 01/07/2001 to 30/06/2002

PERMANENT & TEMPORARY STAFF*

Admin Teaching Health Profesnl. Technical Uniformed Physical Total

Cessation - Temporary

695 208 509 134 73 1 159 1779

Deceased 3 1 1 0 1 0 2 8 Dismissal 15 8 2 0 0 2 12 39 Resignation 670 308 534 125 100 105 183 2025 Retire Early Age 7 8 0 0 3 1 3 22 Retire Invalid 9 0 2 0 2 3 0 16 Retire Max Age 11 3 0 2 3 0 6 25 Retire Other 22 5 5 1 5 3 2 43 Retrenchment 129 6 1 6 10 0 17 169 Other 1 3 0 0 0 0 0 94

Total 1562 550 1054 268 197 115 384 4130 * Does not include casual staff or those on long term workers compensation

As was done for last years report, it is also of interest to look at the profile ofthose permanent employees who resign or retire from the service. It mightreasonably be expected that gaining permanency in the public sector wouldengender a reasonable period of stable employment. But of the 1438 permanentemployees who elected to leave during 2001/02, 44 percent had two years or lessservice and close to 60 percent had under five years service. In the light of this, itwas hypothesised that these may have been predominantly generation Xers, whoreputedly do not generally value permanence. In fact the average (median) age ofthose leaving with two years or less service was 33 whereas the overall averageage of this group was 38. This set of results is very similar to that obtained lastyear and so add additional credence to the theory. The implication is that there



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should be some cause for concern regarding, for example, what is going to be thecost of continual training for new employees and who will provide the futurerepository of essential corporate knowledge.

Sick leave 2001/2002

Figure 11 shows the distribution of the number of days sick leave with pay takenby individual employees during 2001/2002. The graph shows that the most frequentoccurrence was one sick day taken. From this high starting point the curve thendrops off steeply up to about six days leave per year, and then starts to flatten out.The average (median) number of sick days taken was just under four. When thefirst analysis was done using 1994/95 data, concern was expressed over the largenumber of people who were recorded as taking large amounts of sick leave eg.over 50 days (10 weeks). The figure dropped slightly in 1995/96 and then droppeddramatically in 1996/7. In 1997/98 and 1998/99 the figure was similar at justover 290 people recorded as taking over 50 days leave. In the following year thenumber dropped to 255 but then rose again last year to 271. The figure for 2001/02 is well down at 232.

As also explained in reports from previous years this figure is on the high side ofthe true value. It is common for cases that are eventually classified as worker’scompensation to be initially entered as sick leave on the PIPS database. When thesick leave is re-credited, this is done on the worker’s personal record but does not



correct the original entry in the data table from which the PIPS report is generated.Thus a significant, but unknown, proportion of the leave reported here is actuallyworker’s compensation.

Nevertheless this flaw in the data is consistent over time and so doesn’t explainthe reason for the 56 percent drop in the number claiming over 50 days since1994/95. While there is no conclusive evidence, it is thought that that this is atleast partly explained by the streamlining of procedures since the introduction ofthe Public Sector Employment and Management Act, and by the centralisation ofpersonnel processing in the Department of Corporate and Information Services.

Notwithstanding the above, the overall absence rate contributed by paid sick leaveduring 2001/02 was the same as last year at 3.9 percent. Despite the changingprofile of leave taken, this overall level has remained virtually unaltered since1996/97.

The average (median) amount of sick leave taken for each employee for the lasteight financial years is shown in Figure 12. The data suggests that there has beena marginal increase in the average days taken over that time.

Again, any increases need to be viewed in the context of the provision of familyleave. This was first provided for in the NT as part of the 1994 EnterpriseBargaining Agreement (EBA) which allowed up to 5 days to be taken when caringfor sick family members. This maximum was extended to 10 days in the 1997EBA. While family leave was, in theory, immediately available to the whole sector,there is some anecdotal evidence that knowledge and consequent utilisation ofthis facility may have been slower in some sectors of the service than others. Thiswould be enough to explain the incremental increases.

More detailed examination of the data shows that while there has been a smallincrease in the number of employees taking small amounts of sick leave, therehas been a large decrease in the number of people taking extended sick leave, asdescribed above. This better management of over-use of sick leave has substantiallycounteracted the increased utilisation for caring for family members. Consequently,the net effect has been almost neutral.



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