During 2018–19, DPS restructured the human resource function to provide a stronger
focus on employee wellbeing, performance and conduct, organisational culture
and capability. The restructure followed the successful integration of the payroll
function into the Corporate Business Operations Centre. The Health and Recreation
Centre (HRC) also transitioned from the Parliamentary Experience Branch to the
People and Governance Branch to better align with other work health and safety
functions. The HRC is enhancing service offerings with a number of new initiatives
planned for 2019–20. These changes mean that DPS will continue to achieve the right
balance between people strategy and operations that reflect contemporary people
management practices.
Employee engagement was a major focus for 2018–19. A number of focus groups were
held with staff from across DPS to better understand the nature of the drivers of staff
engagement in DPS. The focus groups identified that a key strategy to improve staff
engagement would be to create opportunities to increase staff collaboration and to
continue to build capability.
DPS also introduced a new online training program to help DPS staff work consistently
in accordance with the Australian Parliamentary Service Values, Employment
Principles and Code of Conduct. Team Leader training and support has been enhanced
in the Parliamentary Security Service, resulting in a renewed focus on how values
shape leadership, behaviour and performance. The leadership training will be
delivered across the department.
Approaches to change management were strengthened through greater collaboration
across DPS. This includes commencing the development of the DPS Accessibility and
Inclusion Action Plan, formed by a multi-disciplinary DPS staff working group.
A Workforce Diversity Calendar has been developed to ensure that all DPS staff
demonstrate the appropriate levels of awareness and confidence in order to contribute
to maintaining a safe and inclusive workplace.
DPS Workforce performance
As at 30 June 2019, DPS employed 1,041 staff (including staff on leave, secondment
and inoperative staff), all based in Canberra. The DPS workforce comprised 833
ongoing employees (80 per cent) and 208 non-ongoing employees (20 per cent). Of the
208 non-ongoing employees, 119 are engaged for a ‘specified term or a specified task’
and 89 are engaged in ‘irregular or intermittent’ (casual) duties, as shown in Figure 23.
The DPS workforce comprised full-time, part-time, sessional and casual work
arrangements—80 per cent full-time; eight per cent part-time; three per cent
sessional; and nine per cent casual, as shown in Figure 24. These types of employment
arrangements are used by the department to support the nature and demands of the
parliamentary sitting patterns. The department’s workforce statistics tables can be
found at Appendix A.
Figure 23: DPS workforce composition—30 June 2019
Figure 24: DPS employee working arrangements—30 June 2019
2018
Table 33: Employment Performance 2017–18 and 2018–19
Indicator |
2017–18 |
2018–19 |
Total number of staff employed (headcount) |
998 |
1,041 |
Total number of staff employed (headcount excluding casuals)
|
917 |
952 |
Diversity |
Women (percentage of total workforce) |
40% |
39% |
People with identified disability (percentage of total
workforce)
|
1.8% |
2.2% |
Aboriginal and Torres Strait Islander (percentage of total
workforce)
|
14
(1.4%) |
23
(2.2%) |
Staff with English as a second language (percentage of total
workforce)
|
10% |
9.7% |
Health and Safety |
Health and safety incidents (per 100 employees headcount) |
10.6 |
12.5 |
Health and safety ‘near misses’ (per 100 employees headcount)
|
0.9 |
1.5 |
Number of health and safety representatives |
28 |
28 |
Learning and Development |
Number of staff undertaking studies assistance |
35 |
26 |
Number of recorded attendances at DPS compliance training
activities
|
3,679 |
3,331 |
Recruitment |
Average number of days to fill vacancy (from advertising to
delegate sign-off)
|
61 |
59 |
External ‘new engagement’ hires (percentage of total new ongoing
hires)
|
71% |
46% |
Net recruitment rate* |
1.2 |
1.2 |
* Net recruitment rate indicates whether the DPS workforce is growing (net recruitment rate
greater than 1) or contracting (net recruitment rate less than 1).
Workforce diversity profile
Twenty three employees identified as Aboriginal and Torres Strait Islander, making up
2.2 per cent of all DPS employees. The Aboriginal and Torres Strait Islander headcount
increased by nine employees, resulting in a percentage increase of 0.8 per cent for
the year. Twenty three employees identified as People with Disability (up from 18 in
2017–18), or 2.2 per cent of all DPS employees. Cultural and Linguistic Diverse
employees were represented by a headcount of 101 (up from 100 as at 30 June 2018)
or 9.7 per cent of all DPS employees.
2018–19 again saw a marginal increase in the number of women represented in the
DPS workforce, with a total headcount of 408 employees (up from 403 in June 2018).
Overall, however the percentage of women in the DPS workforce dropped by one per
cent to 39 per cent. Of the 408 women employees, 24 per cent were at the PEL1–2
classification—an increase of one per cent on the previous year. The percentage of
women representation in the SES cohort remained steady at 30 per cent from the
previous year.
Workforce diversity
In 2018–19 DPS continued to focus on diversity initiatives that build and develop a
diverse and inclusive workforce. In April 2019, DPS released its first Diversity and
Inclusion Calendar, highlighting the department’s commitment to acknowledging
and celebrating the individual skills, perspectives and experiences that people bring
to the workplace.
Reconciliation Action Plan
DPS continued to deliver on practical actions committed to on the 8 July 2016, during
NAIDOC Week, when the four parliamentary departments launched their second joint
Reconciliation Action Plan.
Reconciliation Action Plans (RAP) are business plans that set out practical initiatives
to build stronger relationships and enhanced respect between Aboriginal and Torres
Strait Islander peoples and other Australians and help foster equality by supporting
improved opportunities. This second RAP, which has been endorsed by Reconciliation
Australia, outlines what the four departments will do to be more actively involved in the
journey of reconciliation and to play our part in closing the gap between Aboriginal and
Torres Strait Islander peoples and other Australians.
In 2018, the Parliamentary Service RAP Drafting Group was formed with
representatives across the four departments to commence drafting of the new RAP
2019–2021. The drafting group conducted high-level consultation with stakeholders
and ensured strong representation from members of the Parliamentary Service
Indigenous Employee Network (PSIEN). The new RAP 2019–2021 will be implemented
in the second half of 2019 following endorsement from Reconciliation Australia.
During 2018–19, the DPS RAP Champion was invited to become a member of the
APS Indigenous Champions Network. The Network meets on a quarterly basis to
collaborate between agencies and explore ideas that lead to better employment
outcomes for Indigenous staff.
Aboriginal and Torres Strait Islander
Employment Strategy
In 2018–19, DPS participated for the third time in the Indigenous Australian
Government Development Program, coordinated by the Department of Employment,
Skills, Small and Family Business. DPS placed one Indigenous participant in the
Capital Works Branch.
In September 2018, DPS participated in the Work Exposure in Government (WEX) event
that brought 70 Indigenous Year 11 and 12 students to Canberra to promote careers
across the Australian Government. Working in partnership with the Department of the
Prime Minster and Cabinet, DPS organised an all-day event that included breakfast
with Ministers, a Parliament House building tour, a career pathway presentation and
a visit to Question Time. The WEX Career Expo provided DPS another opportunity to
connect and promote career opportunities to the Indigenous students.
In 2018–19, eight bulk recruitment rounds across the Chief Operating Officer Division
and Building and Security Division applied affirmative measures to increase Indigenous
employment opportunities.
In October 2018, two additional e-learning modules from the Australian Institute
of Aboriginal and Torres Strait Islander Studies (AIATSIS) Core Cultural Learning
course were released to DPS staff. In May 2019, an all-day workshop titled EVOLVE
Cultural Awareness was rolled out to DPS staff. The new training courses build greater
understanding of Aboriginal and Torres Strait Islander peoples and increase the
department’s cultural capability across all aspects of work.
Parliamentary Service Indigenous Employee Network (PSIEN)
The Parliamentary Service Indigenous Employee Network (PSIEN) continued to gain
momentum increasing its membership and providing peer and mentoring support
amongst Indigenous staff.
The PSIEN has played a key role in the development of the Australian Parliament’s
Acknowledgement of Country card.
NAIDOC Week 2018 and National Reconciliation Week 2019
To celebrate NAIDOC Week 2018, DPS staged an exhibition to commemorate the
30th anniversary of the presentation of the Barunga Statement, partnering with the
Australian Institute of Aboriginal and Torres Strait Islander Studies together with a
display of works by Indigenous women from the Parliament House Art Collection—
Because of Her, We Can.
To mark National Reconciliation Week 2019, two temporary exhibitions, Indigenous
Design Now and My Voice for My Country were opened to the public. In addition to
this a number of events were held including a screening of the film Gurrumul on
Reconciliation Day and a Parliamentary Library lecture by Professor Tom Calma AO.
A new tour was launched focusing on presence, place and visibility of Aboriginal and
Torres Strait Islander parliamentarians and cultures.
Ceremonial flags were flown at the entrance of Australian Parliament House in
support of NAIDOC Week 2018 and National Reconciliation Week 2019.
Disability
Work has commenced on the development of the first DPS Accessibility and Inclusion
Action Plan. The three year plan will outline DPS’ commitment and approach
to achieving better outcomes for people with disability and increasing disability
confidence. Following further consultation, the DPS Accessibility and Inclusion Action
Plan will be implemented in the second half of 2019.
DPS continues to be a member of the Australian Network on Disability (AND) and in
May 2019 raised its membership to Gold Level. In January 2019, AND completed a
recruitment review which benchmarked current barrier-free practices and outlined
recommendations for further improvement. Work continues on the development of a
new workplace adjustment policy and procedure document.
During 2018–19, DPS continued to be an active participant in the AND Disability
Champions Round Table meetings, which are held on a quarterly basis. In March
2019, the DPS Diversity Champion was invited to become a member of the APS
Disability Champions Network. The network meets on a quarterly basis and provides
opportunities for DPS to gain insight into current strategies implemented across the
APS for people with disability.
Recruitment–entry level programs
DPS employed one participant in the Capital Works Branch as part of the 2018–19
Indigenous Australian Government Development Program (IAGDP).The IAGDP is
a structured learning program that provides participants with ongoing full-time
employment, as well as the opportunity to study and obtain a diploma qualification.
In February 2019, DPS employed eight apprentices through a new Apprenticeship
Program initiative. The Apprenticeship Program was designed to build specialist
trade skills to deliver efficient and effective services across Parliament House. The
apprentice trades included an apprentice Greenkeeper and Horticulturist (Landscape
Services), apprentice Carpenter, Plumber, and Stonemason (Building Maintenance
Services), apprentice Electrician (Electrical Services) and two apprentice Chefs
(Catering and Events).
Table 34: Entry Level Programs 2018–19
|
PS level |
Number of participants |
Indigenous Australian Government Development Program (IAGDP)
|
PSL 3 to PSL 4 |
1 |
Apprenticeship Program |
PSL 3 to PSL 4 |
8 |
Workforce mobility and retention
The DPS workforce grew in 2018–19, as at 30 June 2019, the net recruitment rate was
1.2 (see Table 33). During 2018–19 there were a total of 211 employee commencements
and 173 employee separations.
During 2018–19, the DPS commencement rate (for all employees) remained
relatively steady and only decreased marginally by 0.1 per cent from 22 per cent
in 2017–18 to 21.9 per cent in 2018–19. The Security Branch continued to recruit
Parliamentary Security Officers at PSL1–2 classification—of which there were 31 new
commencements in 2018–19. There was also significant recruitment activity in the
Parliamentary Experience Branch, where 16 new employees commenced in Visitor
Services and 10 employees (including two apprentices) commenced in APS Catering
and Events.
Table 35: Overview of DPS commencement rates for staff from 2016–17 to 2018–19
|
2016–17 |
2017–18 |
2018–19 |
Commencements |
281 |
221 |
211 |
Commencement rate |
30.4% |
22% |
21.9% |
Commencements (ongoing employees) |
125 |
113 |
78 |
Commencement Rate (ongoing employees) |
16.4% |
13.7% |
9.5% |
In the same 12-month period, there were 173 employee separations—16 fewer than in
2017–18. Of these, 110 were ongoing employee separations, the same number reported
in the previous year. The ongoing employee turnover rate remained relatively stable over
the past three years, at around 13 per cent.
Table 36: Overview of the DPS separation rates for staff from 2016–17 to 2018–19
|
2016–17 |
2017–18 |
2018–19 |
Staff separations (headcount) |
191 |
189 |
173 |
Employee turnover rate (total) |
20.7% |
19% |
17.1% |
Staff separations (ongoing employees) |
100 |
110 |
110 |
Employee turnover rate (ongoing employees) |
13.1% |
13.3% |
13.4% |
The highest numbers of ongoing separations were employee-initiated resignations,
of which there were 46 (42 per cent). There were 22 transfers at level to either the
Australian Public Service or elsewhere in the Parliamentary Service (20 per cent);
18 age retirements (16 per cent) and nine promotions to either the Australian Public
Service or elsewhere in the Parliamentary Service (eight per cent). There were also
11 voluntary redundancies (10 per cent), three more than in 2017–18.
Most of the ongoing employee separations were in Security Branch (25), Research
Branch (13), Chief Finance Officer Branch (13), Parliamentary Experience Branch (11)
and People and Governance Branch (10).
Instruments of employment
The Department of Parliamentary Services Enterprise Agreement 2017 was
the primary employment instrument in 2018–19. At 30 June 2019, a total of
1,020 employees were covered by the agreement and, of these, 29 had individual
flexibility arrangements. Nineteen Senior Executive Service (SES) officers were
covered by determinations under subsection 24(1) of the PS Act.
No DPS employee receives a bonus or performance pay.
Remuneration and employment conditions
Non–salary benefits
Non-salary benefits available to DPS employees include influenza vaccinations,
free membership to the Parliament House HRC, access to the Employee Assistance
Program and dependent on approved requirement, parking. Other benefits
that may be available are laptop computers, tablets, mobile phones and airline
lounge membership.
Learning and development
DPS continues to develop capability of staff through a number of job related technical
training programs to help develop broader organisational capabilities. Learning and
development programs are aligned to the corporate plan and strategic themes. In
order to broaden staff understanding of learning and development, DPS promotes the
70:20:10 learning principles—learning and development is most effective when there
is a balance between on-the-job learning (70 per cent); mentoring, coaching, and peer
learning (20 per cent); and formal learning (10 per cent).
Formal
training and development
In 2018–19, there were 3,331 recorded attendances for DPS compliance training
activities. Mandatory compliance training accounted for 89 per cent of all training
activities undertaken.
DPS coordinated 78 in-house, face-to-face training sessions, which were attended by
410 employees. Of these 78 training sessions, 25 were facilitated by external providers.
Leadership
development
As part of leadership development, DPS offered PEL2, PEL1 and PSL6 staff the
opportunity to participate in the Public Sector Management Program (PSMP) through
a competitive nomination process. Two staff commenced the 15 month program in
October 2018 and upon successful completion will obtain a Graduate Certificate in
Business (Public Sector Management).
Studies assistance
DPS provides support for employees to undertake tertiary studies administered
through the DPS Studies Assistance Policy. DPS supported 26 employees to undertake
a range of tertiary studies. A total of 1,092 hours of study leave was provided to
employees, and $38,835 in financial contributions was made.
Organisational culture and employee
engagement
In May and June 2018, DPS participated in the annual APS Employee Census. A total of
587 employees provided feedback—a 63 per cent response rate.
The 2018 census results show that overall the DPS workforce continues to be engaged:
- DPS is a place where staff believe they can actively apply their skills and knowledge
(>90 per cent positive result)
- there was a four per cent increase in staff satisfaction with work-life balance
- staff are willing to ‘go the extra mile’ and are highly collaborative (>90 per cent
positive results), and
- overall agency engagement is one per cent higher than the APS average and job
satisfaction and agency pride are five per cent higher than the APS average.
Following the release of the Census Highlights Report, staff from across DPS were
invited to participate in focus groups to undertake a qualitative analysis of census
results. The workshops were attended by 96 DPS staff. The focus groups identified that
a strategy to improve staff engagement would be to create opportunities to increase
staff collaboration and to continue to build capability. This led to an increase in the
number of multidisciplinary teams being engaged to develop actions plans and assess
major changes.
Feedback and results from the 2018 census helped inform the overall strategic
settings for the DPS culture. A five point approach has been implemented to maintain
and strengthen the DPS culture:
- a continual focus on the purpose of DPS and how all staff contribute to achieving
organisational outcomes
- focusing on values as drivers of engagement and levers for change
- continuing to build capability—in 2018–19 DPS has targeted training at continual
development of cultural competencies and building team leader effectiveness
- adopting a values based leadership mindset, and
- aligning purpose, values and capability to help build a performance culture.
DPS once again participated in the APS Employee Census in 2019. A total of 575
employees responded, with a response rate of 59.5 per cent. The 2019 census results
were not available as at 30 June 2019.
Note: DPS’ census results are not included in the Australian Public Service
Commission’s annual State of the Service Report or annual Agency Survey Report.
Work Health and Safety (WHS)
Improvements to Parliament House
Due to the extensive amount of project work occurring in and around
Parliament House, the DPS WHS Unit has been actively involved in providing advice
on matters, including:
- height safety upgrades
- accessible bathroom upgrades
- kitchen upgrades, and
- sliding fire doors.
Consultation on WHS issues
DPS maintains a high level of consultation on WHS issues. DPS staff are represented
on health and safety committees that monitor and advise on WHS programs.
The DPS Peak WHS Committee focuses on reviewing WHS policies and procedures and
taking a strategic approach to WHS management across DPS. Individual branches also
hold their own WHS committee meetings.
The DPS Contractors’ WHS subcommittee met four times. This forum provides a
valuable mechanism to address WHS issues related to the work performed by the
large number of contractors at Parliament House.
A key component of DPS’ management of health and safety is its network of Health and
Safety Representatives (HSRs), deputy HSRs and Harassment Contact Officers (HCOs).
As at 30 June 2019, DPS had 28 HSRs and deputies and 14 HCOs.
WHS training
A range of WHS related training was provided to staff throughout the year, including
generic induction and refresher sessions for staff and managers. Approximately 309
staff participated in generic WHS training programs.
Incident reporting and investigation
One hundred and thirty incident reports were submitted by DPS employees during
2018–19. Six incidents were notified to Comcare in accordance with section 35 of
the WHS Act. Incidents were examined by DPS and remedial action was taken where
necessary. Comcare conducted one investigation into incidents.
There were no Provisional Improvement Notices issued under section 90 of the WHS
Act. One notice was issued under Part 10 of the WHS Act. No enforceable undertakings
were issued under Part 11 of the WHS Act.
Nurses Centre
The Parliament House Nurses Centre continues to operate on sitting days. DPS
employs a full-time Registered Nurse (RN) to ensure continuity of care for attendees.
During non-sitting periods, the RN is responsible for auditing and maintaining first aid
kits and equipment throughout Parliament House, as well as the coordination of health
promotion and health surveillance activities for DPS staff.
Footnotes:
The workforce statistics contained in the following tables are based on information from
the DPS Payroll system as at 30 June 2019. The workforce report data was extracted on
12 July 2019. Workforce figures provided apply to the 2018–19 financial year. The workforce
profile data includes all DPS employees (including employees on leave, secondment and
inoperative staff) and excludes all contractors. These are point in time indicators and do not
adjust for seasonal fluctuation, such as parliamentary sitting periods. Data has been rounded
to one decimal place and as such may not add up to exactly 100 per cent on certain tables
and graphs.
Commencement rate calculated by the number of employees recruited (commenced) as a
percentage of the average headcount of the period.
Turnover rate calculated by the number of total employees who left DPS during the period
(voluntary and non-voluntary) as a percentage of the average headcount of the period.
Ongoing turnover rate calculated by the number of total ongoing employees who left DPS
during the period (voluntary and non-voluntary) as a percentage of the average ongoing
headcount of the period.
Number is based on total number of employees at 30 June 2019, excluding all Senior
Executive Service officers, the Secretary and the Parliamentary Librarian.